MTM07 Australian Meat Industry Training Package VOLUME IV ... · Certificate IV, Diploma and Advanced Diploma – Meat Processing, all sectors This volume must be read on conjunction

MTM07 Australian Meat Industry Training Package VOLUME IV of VII Certificate IV, Diploma and Advanced Diploma – Meat Processing, all sectors

This volume must be read on conjunction with the sector-specific companion volumes, which are:

• MTM07 Volume I: Policy, including Qualifications Framework and Assessment Guidelines

• MTM07 Volume II: Certificate II in Meat Processing (Abattoirs) • MTM07 Volume III: Certificate III – Meat Processing, Abattoirs sector • MTM07 Volume V: Certificates I to III – Meat Processing, Smallgoods sector • MTM07 Volume VI: Certificates I to III – Meat Processing, Meat Retailing and Food

Services sectors • MTM07 Volume VII: Imported Units of Competency

The material contained within this volume is part of the endorsed component of MTM07 Australian Meat Industry Training Package, endorsed by the National Quality Council on 10 April 2007 and agreed to by the Ministers. This Training Package is to be reviewed by March 2010.

MTM07 Australian Meat Industry Training Package

© Commonwealth of Australia 2007

This work has been produced with the assistance of funding provided by the Commonwealth Government through Department of Education Science and Training (DEST).

An individual may make a photocopy of all or part of the work for their personal use.

A Registered Training Organisation may make photocopies of all or part of the work for the teaching purposes of that organisation, including for supply to its students provided that any consideration does not exceed the marginal cost of preparation, reproduction, assembly and delivery.

Except as permitted under the Copyright Act 1968, all other rights are reserved. Requests for permission may be directed to:

Branch Manager, Technology and Information Services Branch, Industry Skills Development Group, Department of Education, Science and Training, GPO Box 9880 Canberra City, ACT, 2601 Website: www.dest.gov.au

This work is the result of wide consultations with Australian industry participants. It is a collaborative view and does not necessarily represent the view of DEST or any specific body. For the sake of brevity it may omit factors which could be pertinent in particular cases.

While care has been taken in the preparation of this Training Package, DEST and the original developer do not warrant that any licensing or registration requirements specified here are either complete or up-to-date for your State or Territory. DEST and the original developer do not accept any liability for any damage or loss (including indirect and consequential loss) incurred by any person as a result of relying on the information contained in this Training Package.

This Training Package should not be regarded as professional advice and it should not be relied upon in any important matter without obtaining appropriate advice relevant to your circumstances.

Published by: [Name of publisher]

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The Agri-Food Industry Skills Council and MINTRAC wish to acknowledge the financial and advisory support provided by the following organisations during the development of this Training Package:

Australian Meat Processor Corporation (AMPC)

Meat and Livestock Australia (MLA)

Australian Meat Industry Council (AMIC)

MTM07 – Volume IV

© Commonwealth of Australia 2007 Page i MTM07 Australian Meat Industry Training Package Version 2.00 To be reviewed by March 2010

Important note to users Training Packages are not static documents; they are amended periodically to reflect the latest industry practices and are version controlled. It is essential that the latest version is always used.

Check the version number before commencing training or assessment

This Training Package is Version 2.00 – check whether this is the latest version by going to the National Training Information Service (www.ntis.gov.au) and locating information about the Training Package. Alternatively, contact the Agri-food Industry Skills Council (http://www.agrifoodskills.net.au) to confirm the latest version number.

Explanation of version number conventions

The primary release Training Package is Version 1.00. When changes are made to a Training Package, sometimes the version number is changed and sometimes it is not, depending on the extent of the change. When a Training Package is reviewed it is considered to be a new Training Package for the purposes of version control, and is Version 1. Do not confuse the version number with the Training Package’s national code (which remains the same during its period of endorsement).

Explanation of the review date

The review date (shown on the title page and in the footer of each page) indicates when the Training Package is expected to be reviewed in the light of changes such as changing technologies and circumstances. The review date is not an expiry date. Endorsed Training Packages and their components remain current until they are reviewed or replaced.

MTM07 – Volume IV

Page ii © Commonwealth of Australia 2007 MTM07 Australian Meat Industry Training Package Version 2.00 To be reviewed by March 2010

MTM07 – Volume IV

© Commonwealth of Australia 2007 Page iii MTM07 Australian Meat Industry Training Package Version 2.00 To be reviewed by March 2010

Table of contents

Introduction ........................................................................................................ 1 Summary of qualifications for all sectors of the Meat Industry ....................................................... 1 Overview of all meat processing qualifications................................................................................ 2

Section 1 ............................................................................................................ 3

Meat Processing standards structure – Certificate IV, Diploma and Advanced Diploma qualifications ........................................................................................ 3

MTM40107 Certificate IV in Meat Processing (Leadership)........................................................... 5 MTM40207 Certificate IV in Meat Processing (Meat Safety) ......................................................... 6 MTM40307 Certificate IV in Meat Processing (Quality Assurance) ............................................... 7 MTM40407 Certificate IV in Meat Processing (General) ................................................................ 8 MTM50107 Diploma of Meat Processing ........................................................................................ 9 MTM50207 Diploma of Meat Processing (Meat Retailing)........................................................... 10 MTM60107 Advanced Diploma of Meat Processing..................................................................... 11

Section 2 .......................................................................................................... 13

Minimum requirements for Certificate IV, Diploma and Advanced Diploma qualifications .................................................................................................... 13

Requirements for certification ........................................................................................................ 15

Section 3 .......................................................................................................... 19

Employability Skills........................................................................................... 19 Background to Employability Skills............................................................................................... 21 Employability Skills Summary for MTM40107 Certificate IV in Meat Processing (Leadership) . 22 Employability Skills Summary for MTM40207 Certificate IV in Meat Processing (Meat Safety) 25 Employability Skills Summary for MTM40307 Certificate IV in Meat Processing (Quality Assurance) ...................................................................................................................................... 27 Employability Skills Summary for MTM40407 Certificate IV in Meat Processing (General) ...... 30 Employability Skills Summary for MTM50107 Diploma of Meat Processing .............................. 32 Employability Skills Summary for MTM50207 Diploma of Meat Processing (Meat Retailing)... 35 Employability Skills Summary for MTM60107 Advanced Diploma of Meat Processing ............. 38

Section 4 .......................................................................................................... 41

Contextualisation of imported units .................................................................. 41 Contextualisation statement............................................................................................................ 43 General description of the Australian Meat Industry...................................................................... 43 Range Statement............................................................................................................................. 45 Evidence Guide .............................................................................................................................. 46 List of imported units in Certificate IV, Diploma and Advanced Diploma qualifications ............. 48

Section 5 .......................................................................................................... 51

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Page iv © Commonwealth of Australia 2007 MTM07 Australian Meat Industry Training Package Version 2.00 To be reviewed by March 2010

Units of Competency contained within Certificate IV, Diploma and Advanced Diploma qualifications – all sectors................................................................... 51

Certificate II – compulsory core units ............................................................................................ 53 Certificate IV – compulsory core units ........................................................................................... 53 Certificate IV, Diploma and Advanced Diploma – technical units................................................. 53 MTMMP1C Maintain personal equipment..................................................................................... 57 MTMMP2C Apply hygiene and sanitation practices...................................................................... 62 MTMMP3C Apply Quality Assurance practices............................................................................ 67 MTMMP4C Follow safe work policies and procedures ................................................................. 72 MTMMP5C Communicate in the workplace.................................................................................. 78 MTMMP6C Overview the meat industry ....................................................................................... 84 MTMCOR401B Manage own work performance .......................................................................... 90 MTMCOR402B Facilitate Quality Assurance process................................................................... 96 MTMMP46C Develop and implement Quality Assurance program for a rendering plant........... 103 MTMMP64C Specify beef product using AUS-MEAT language................................................ 107 MTMMP65C Specify sheep product using AUS-MEAT language.............................................. 113 MTMMP66C Specify pork product using AUS-MEAT language ............................................... 119 MTMMP69C Lead communication in the workplace .................................................................. 125 MTMMP70C Participate in OH&S risk control process .............................................................. 131 MTMMP72C Facilitate hygiene and sanitation performance....................................................... 136 MTMMP76C Conduct statistical analysis of process................................................................... 141 MTMMP77C Participate in product recall ................................................................................... 145 MTMMP79C Participate in ongoing development and implementation of a HACCP and Quality Assurance system.......................................................................................................................... 149 MTMMP81C Maintain abattoir design and construction standards ............................................. 154 MTMMP82C Collect evidence for prosecution............................................................................ 159 MTMMP83C Establish sampling program................................................................................... 164 MTMMP84C Oversee humane handling of animals .................................................................... 169 MTMMP87C Inspect game meat.................................................................................................. 174 MTMMP88C Inspect poultry ....................................................................................................... 179 MTMMP89C Inspect ratites ......................................................................................................... 184 MTMMP90C Manage/oversee an external audit of the establishment’s quality system.............. 189 MTMMP91C Oversee export requirements ................................................................................. 194 MTMP401A Utilise refrigeration index ....................................................................................... 199 MTMP402A Implement a Meat Hygiene Assessment program................................................... 205 MTMP403A Oversee plant compliance with the Australian Standards for meat processing ....... 211 MTMP404A Apply meat science ................................................................................................. 216 MTMP405A Conduct and validate pH/temperature declines to Meat Standards Australia standards...................................................................................................................................................... 223 MTMP407A Supervise new recruits ............................................................................................ 229 MTMPS411B Monitor meat preservation process ....................................................................... 235 MTMPS412B Monitor and overview the production of processed meats and smallgoods .......... 240 MTMPS414A Monitor and overview the production of Uncooked Comminuted Fermented Meat (UCFM) ........................................................................................................................................ 246 MTMPS5601B Assess and purchase livestock............................................................................. 255 MTMPS5602B Analyse and develop enterprise systems for new opportunities .......................... 264 MTMPS5603B Develop, manage and maintain quality systems.................................................. 273 MTMPS5604B Manage maintenance systems ............................................................................. 285 MTMPS5605B Manage utilities and energy ................................................................................ 293 MTMPS5606B Benchmark enterprise performance..................................................................... 301 MTMPS5607B Manage and improve meat industry plant operations.......................................... 308

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MTMPS5608B Manage environmental impacts of meat processing operations.......................... 317 MTMPS5609B Manage, maintain and continuously improve OH&S plans and systems............ 328 MTMPS5610B Manage transportation of meat, meat products and meat by-products................ 338 MTMPSR401B Coordinate contracts........................................................................................... 345 MTMPSR402B Prepare and evaluate resource proposals ............................................................ 352 MTMPSR403B Facilitate achievement of enterprise environmental policies and goals.............. 358 MTMPSR404B Foster a learning culture in a meat enterprise..................................................... 364 MTMPSR405B Build productive and effective workplace relationships..................................... 371 MTMPSR406B Manage and maintain a food safety plan ............................................................ 378 MTMPSR5601B Design and manage the food safety system...................................................... 384 MTMPSR5602B Manage meat processing systems for meat and meat product quality.............. 394 MTMPSR5603B Control cold chain (refrigeration) operations ................................................... 402 MTMPSR5604B Manage new product/process development...................................................... 411 MTMPSR5605B Establish new markets ...................................................................................... 419 MTMPSR5606B Monitor legal requirements and business compliance...................................... 428

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Page vi © Commonwealth of Australia 2007 MTM07 Australian Meat Industry Training Package Version 2.00 To be reviewed by March 2010

MTM07 – Volume IV

© Commonwealth of Australia 2007 Page 1 MTM07 Australian Meat Industry Training Package Version 2.00 To be reviewed by March 2010

Introduction

Summary of qualifications for all sectors of the Meat Industry National Qualification Code

National Qualification Title

Volume

AQF1 MTM10107 MTM10207

Certificate I in Meat Processing (Smallgoods) Certificate I in Meat Processing (Meat Retailing)

V VI

AQF2 MTM20107 MTM20207 MTM20307 MTM20407

Certificate II in Meat Processing (Abattoirs) Certificate II in Meat Processing (Smallgoods) Certificate II in Meat Processing (Meat Retailing) Certificate II in Meat Processing (Food Services)

II V VI VI

AQF3 MTM30107 MTM30207 MTM30307 MTM30407 MTM30507 MTM30607 MTM30807 MTM30907 MTM31007 PML30104

Certificate III in Meat Processing (Boning Room) Certificate III in Meat Processing (Food Services) Certificate III in Meat Processing (Meat Safety) Certificate III in Meat Processing (Rendering) Certificate III in Meat Processing (Slaughtering) Certificate III in Meat Processing (General) Certificate III in Meat Processing (Meat Retailing) Certificate III in Meat Processing (Smallgoods – General) Certificate III in Meat Processing (Smallgoods – Manufacture) Certificate III in Laboratory Skills

III III III III III III VI V V Not provided in MTM07

AQF4 MTM40107 MTM40207 MTM40307 MTM40407

Certificate IV in Meat Processing (Leadership) Certificate IV in Meat Processing (Meat Safety) Certificate IV in Meat Processing (Quality Assurance) Certificate IV in Meat Processing (General)

IV IV IV IV

AQF5 MTM50107 MTM50207

Diploma of Meat Processing Diploma of Meat Processing (Meat Retailing)

IV IV

AQF6 MTM60107 Advanced Diploma of Meat Processing IV

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Page 2 © Commonwealth of Australia 2007 MTM07 Australian Meat Industry Training Package Version 2.00 To be reviewed by March 2010

Overview of all meat processing qualifications

Abattoirs Smallgoods Food Services Meat Retailing

Certificate I MTM10107 Smallgoods MTM10207

Meat Retailing

Certificate II MTM20107

Abattoirs MTM20207 Smallgoods MTM20407

Food Services MTM20307 Meat Retailing

Certificate III MTM30107

Boning Room MTM30907 Smallgoods – General MTM30207

Food Services MTM30807 Meat Retailing

MTM30307 Meat Safety MTM31007

Smallgoods – Manufacture

MTM30407 Rendering

MTM30507 Slaughtering

MTM30607

General

PML30104 Laboratory PML30104

Laboratory

Certificate IV MTM40107 Leadership MTM40107

Leadership MTM40107 Leadership MTM40107

Leadership

MTM40207 Meat Safety

MTM40307

Quality Assurance MTM40307 Quality Assurance

MTM40407

General MTM40407 General MTM40407

General MTM40407 General

Diploma MTM50107

Meat Processing MTM50107 Meat Processing MTM50107

Meat Processing MTM50207 Meat Retailing

Advanced Diploma

MTM60107 Meat Processing MTM60107

Meat Processing

MTM07 – Volume IV


Section 1

Meat Processing standards structure – Certificate IV, Diploma and Advanced Diploma qualifications

This section contains:

• compulsory core units • technical units • packaging requirements for qualifications

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MTM07 – Volume IV


MTM40107 Certificate IV in Meat Processing (Leadership)

Qualification structure

AQF Compulsory core units

Level II core MTMMP1C MTMMP2C MTMMP3C

Maintain personal equipment Apply hygiene and sanitation practices Apply Quality Assurance practices

MTMMP4C MTMMP5C MTMMP6C

Follow safe work policies and procedures Communicate in the workplace Overview the meat industry

Level IV core MTMMP70C MTMMP72C

Participate in OH&S risk control process Facilitate hygiene and sanitation performance

MTMCOR401B MTMCOR402B

Manage own work performance Facilitate Quality Assurance process

Technical units

4

MTMMP69C MTMMP77C MTMP407A MTMPS414A MTMPSR401B MTMPSR402B MTMPSR403B MTMPSR404B MTMPSR405B MTMPSR406B

Lead communication in the workplace Participate in product recall Supervise new recruits Monitor and overview the production of Uncooked Comminuted Fermented Meat (UCFM) Coordinate contracts Prepare and evaluate resource proposals Facilitate achievement of enterprise environmental policies and goals Foster a learning culture in a meat enterprise Build productive and effective workplace relationships Manage and maintain a food safety plan

BSBCMN404A BSBCMN412A BSBCMN418A BSBFLM405B BSBFLM406B BSBFLM409B BSBFLM412A BSBHR404A BSBMKG405A TAAASS401A TAAASS402A THHGLE13B WRRF4B WRRI4B WRRO5B

Develop teams and individuals Promote innovation and change Address customer needs Implement operational plan Implement workplace information system Implement continuous improvement Promote team effectiveness Co-ordinate human resource services Implement and monitor marketing activities Plan and organise assessment Assess competence Manage finances within a budget Prepare payroll Buy merchandise Control inventory

Qualification requirements Complete eighteen units in total. Complete all ten compulsory core units. Complete eight technical units. Note:

• One of the eight technical units can be selected from a Certificate IV or Diploma from this or any other Training Package.

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MTM40207 Certificate IV in Meat Processing (Meat Safety)



Level II core





Level IV core

MTMMP70C MTMMP72C




Technical units

4

MTMMP79C MTMMP81C MTMMP82C MTMMP83C MTMMP84C MTMMP87C MTMMP88C MTMMP89C MTMMP91C MTMP401A MTMP402A

Participate in ongoing development and implementation of a HACCP and Quality Assurance system Maintain abattoir design and construction standards Collect evidence for prosecution Establish sampling program Oversee humane handling of animals Inspect game meat+ Inspect poultry+ Inspect ratites+ Oversee export requirements Utilise refrigeration index Implement a Meat Hygiene Assessment program

MTMP403A MTMPS411B MTMPS412B MTMPS414A MTMPSR405B FDFFSACA FDFFSCFSAA FDFFSCOMA

Oversee plant compliance with the Australian Standards for meat processing+ Monitor meat preservation process Monitor and overview the production of processed meats and smallgoods Monitor and overview the production of Uncooked Comminuted Fermented Meat (UCFM) Build productive and effective workplace relationships Assess compliance with food safety programs Conduct food safety audits Communicate and negotiate to conduct food safety audits

+ These units may also be used in Certificate III in Meat Processing (General) or (Meat Safety).

Qualification requirements Complete the requirements for the Certificate III in Meat Processing (Meat Safety).

Complete all ten compulsory core units.

Complete eight technical units.

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MTM40307 Certificate IV in Meat Processing (Quality Assurance)



Level II core





Level IV core

MTMMP70C MTMMP72C




Compulsory Technical units

MTMMP79C MTMMP90C

Participate in ongoing development and implementation of a HACCP and Quality Assurance system Manage/oversee an external audit of the establishment’s quality system

FDFFSACA FDFFSCHZA FDFFSCOMA

Assess compliance with food safety programs Identify, evaluate and control food safety hazards Communicate and negotiate to conduct food safety audits

Optional Technical units

4

MTMMP46C MTMMP64C MTMMP65C MTMMP66C MTMMP76C MTMMP77C MTMP401A MTMP402A

Develop and implement Quality Assurance program for a rendering plant Specify beef product using AUS-MEAT language Specify sheep product using AUS-MEAT language Specify pork product using AUS-MEAT language Conduct statistical analysis of process Participate in product recall Utilise refrigeration index Implement a Meat Hygiene Assessment program

MTMP403A MTMP404A MTMP405A MTMPS414A FDFFSCFSAA

Oversee plant compliance with the Australian Standards for meat processing Apply meat science Conduct and validate pH/temperature declines to Meat Standards Australia standards Monitor and overview the production of Uncooked Comminuted Fermented Meat (UCFM) Conduct food safety audits

Qualification requirements Complete the requirements for an appropriate Certificate II or III.


Complete all five compulsory technical units.

Complete three optional technical units.

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MTM40407 Certificate IV in Meat Processing (General)



Level II core





Level IV core

MTMMP70C MTMMP72C




Technical units

4

MTMMP46C MTMMP64C MTMMP65C MTMMP66C MTMMP69C MTMMP76C MTMMP77C MTMMP79C MTMMP81C MTMMP82C MTMMP83C MTMMP84C MTMMP87C MTMMP88C MTMMP89C MTMMP90C MTMMP91C MTMP401A MTMP402A MTMP403A MTMP404A MTMP405A MTMP407A MTMPS411B MTMPS412B

Develop and implement Quality Assurance program for a rendering plant Specify beef product using AUS-MEAT language Specify sheep product using AUS-MEAT language Specify pork product using AUS-MEAT language Lead communication in the workplace Conduct statistical analysis of process Participate in product recall Participate in ongoing development and implementation of a HACCP and Quality Assurance system Maintain abattoir design construction standards Collect evidence for prosecution Establish sampling program Oversee humane handling of animals Inspect game meat Inspect poultry Inspect ratites Manage/oversee an external audit of the establishment's quality system Oversee export requirements Utilise refrigeration index Implement a Meat Hygiene Assessment program Oversee plant compliance with the Australian Standards for meat processing Apply meat science Conduct and validate pH/temperature declines to Meat Standards Australia standards Supervise new recruits Monitor meat preservation process Monitor and overview the production of processed meats and smallgoods

MTMPS414A MTMPSR401B MTMPSR402B MTMPSR403B MTMPSR404B MTMPSR405B MTMPSR406B BSBCMN404A BSBCMN412A BSBCMN418A BSBEBUS406A BSBFLM405B BSBFLM406B BSBFLM409B BSBFLM412A BSBHR404A BSBMKG405A FDFFSACA FDFFSCFSAA FDFFSCHZA FDFFSCOMA TAAASS401A TAAASS402A THHGLE13B WRRF4B WRRI4B WRRO5B

Monitor and overview the production of Uncooked Comminuted Fermented Meat (UCFM) Coordinate contracts Prepare and evaluate resource proposals Facilitate achievement of enterprise environmental policies and goals Foster a learning culture in a meat enterprise Build productive and effective workplace relationships Manage and maintain a food safety plan Develop teams and individuals Promote innovation and change Address customer needs Monitor and maintain records in an online environment Implement operational plan Implement workplace information system Implement continuous improvement Promote team effectiveness Co-ordinate human resource services Implement and monitor marketing activities Assess compliance with food safety programs Conduct food safety audits Identify, evaluate and control food safety hazards Communicate and negotiate to conduct food safety audits Plan and organise assessment Assess competence Manage finances within a budget Prepare payroll Buy merchandise Control inventory

Qualification requirements Complete eighteen units in total.


Complete eight technical units.

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MTM50107 Diploma of Meat Processing



MTMMP70C MTMMP72C




Technical units

5

MTMPS5601B MTMPS5602B MTMPS5603B MTMPS5604B MTMPS5605B MTMPS5606B MTMPS5607B MTMPS5608B MTMPS5609B MTMPS5610B

Assess and purchase livestock Analyse and develop enterprise systems for new opportunities Develop, manage and maintain quality systems Manage maintenance systems Manage utilities and energy Benchmark enterprise performance Manage and improve meat industry plant operations Manage environmental impacts of meat processing operations Manage, maintain and continuously improve OH&S plans and systems Manage transportation of meat, meat products and meat by-products

MTMPSR5601B MTMPSR5602B MTMPSR5603B MTMPSR5604B MTMPSR5605B MTMPSR5606B BSBFLM513A BSBHR604A CHCORG11B PMLORG602B

Design and manage the food safety system Manage meat processing systems for meat and meat product quality Control cold chain (refrigeration) operations Manage new product/process development Establish new markets Monitor legal requirements and business compliance Manage budgets and financial plans within the work team Manage employee relations Lead and develop others Manage complex projects

Qualification requirements Complete ten units in total.

Complete all four compulsory core units.

Complete six technical units.

Note:

• One of the six technical units can be selected from a relevant Diploma or Advanced Diploma from this or any other Training Package.

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MTM50207 Diploma of Meat Processing (Meat Retailing)



MTMMP70C MTMMP72C




Technical units

5

MTMPSR5601B MTMPSR5602B MTMPSR5603B MTMPSR5604B MTMPSR5605B MTMPSR5606B

Design and manage the food safety system Manage meat processing systems for meat and meat product quality Control cold chain (refrigeration) operations Manage new product/process development Establish new markets Monitor legal requirements and business compliance

BSBMGT503A BSBMGT504A BSBMGT511A BSBMGT603A WRRO6B WRRPL2B WRRPL3B

Prepare budgets and financial plans Manage budgets and financial plans Develop a business opportunity Review and develop business plans Manage store facilities Set strategic plans Initiate and implement change

Qualification requirements Complete ten units in total.

Complete all four compulsory core units.

Complete six technical units.

Note:

• One of the six technical units can be selected from a relevant Diploma or Advanced Diploma from this or any other Training Package.

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MTM60107 Advanced Diploma of Meat Processing


AQF Technical units

6 MTMPS5601B MTMPS5602B MTMPS5603B MTMPS5604B MTMPS5605B MTMPS5606B MTMPS5607B MTMPS5608B MTMPS5609B MTMPS5610B

Assess and purchase livestock Analyse and develop enterprise systems for new opportunities Develop, manage and maintain quality systems Manage maintenance systems Manage utilities and energy Benchmark enterprise performance Manage and improve meat industry plant operations Manage environmental impacts of meat processing operations Manage, maintain and continuously improve OH&S plans and systems Manage transportation of meat, meat products and meat by-products

MTMPSR5601B MTMPSR5602B MTMPSR5603B MTMPSR5604B MTMPSR5605B MTMPSR5606B BSBFLM513A BSBHR604A CHCORG11B PMLORG602B

Design and manage the food safety system Manage meat processing systems for meat and meat product quality Control cold chain (refrigeration) operations Manage new product/process development Establish new markets Monitor legal requirements and business compliance Manage budgets and financial plans within the work team Manage employee relations Lead and develop others Manage complex projects

Qualification requirements Complete the requirements for the Diploma of Meat Processing.

Complete four technical units.

Note:

• One of the four technical units can be selected from a relevant Diploma or Advanced Diploma from this or any other Training Package.

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MTM07 – Volume IV


Section 2

Minimum requirements for Certificate IV, Diploma and Advanced Diploma qualifications

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MTM07 – Volume IV


Requirements for certification Units of competency from the meat industry competency standards have been packaged into qualifications, which have been and aligned with the AQF levels. The combinations of competencies required for recognition of a qualification at each level are summarised below. Candidates who demonstrate that they have acquired one or more units of competency, but not enough for the award of a qualification, may receive a Statement of Attainment.

Abattoirs

Certificate level Minimum requirements for certification

Certificate IV (Leadership) • Eighteen units in total. • All ten compulsory core units. • Eight technical units. • Note: One of the eight technical units can be selected

from a Certificate IV or Diploma from this or any other Training Package.

Certificate IV (Meat Safety) • Complete the requirements for Certificate III in Meat Processing (Meat Safety).

• All ten compulsory core units. • Eight technical units.

Certificate IV (Quality Assurance)

• Complete the requirements for Certificate II or Certificate III in Meat Processing from the Abattoirs sector.

• All ten compulsory core units. • Fall five compulsory technical units. • Three optional technical units.

Certificate IV (General) • Eighteen units in total. • All ten compulsory core units. • Eight technical units.

Diploma • Ten units in total. • All four compulsory core units. • Six technical units. • Note: One of the six technical units can be selected

from a relevant Diploma or Advanced Diploma from this or any other Training Package.

Advanced Diploma • Complete the requirements for Diploma of Meat Processing.

• Four technical units. • Note: One of the four technical units can be selected


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Smallgoods

Certificate level Minimum Requirements for Certification



Certificate IV (Quality Assurance)

• Complete the requirements for Certificate II or Certificate III in Meat Processing from the Smallgoods sector.

• All ten compulsory core units. • All five compulsory technical units. • Three optional technical units.




Advanced Diploma • Diploma of Meat Processing. • Four technical units. • Note: One of the four technical units can be selected


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Meat retailing

Certificate level Minimum Requirements for Certification






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Section 3

Employability Skills


• Background to Employability Skills • Employability Skills summary for MTM40107 Certificate IV in Meat Processing

(Leadership) • Employability Skills summary for MTM40207 Certificate IV in Meat Processing (Meat

Safety) • Employability Skills summary for MTM40307 Certificate IV in Meat Processing (Quality

Assurance) • Employability Skills Summary for MTM40407 Certificate IV in Meat Processing (General) • Employability Skills summary for MTM50107 Diploma of Meat Processing, MTM50207

Diploma of Meat Processing (Meat Retailing) and MTM60107 Advanced Diploma of Meat Processing.

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Background to Employability Skills Employability Skills are also sometimes referred to as generic skills, capabilities or key competencies. The Employability Skills build on the Mayer Committee’s Key Competencies, which were developed in 1992.

The ‘Employability Skills Framework’ consists of eight Employability Skills:

• communication • teamwork • problem solving • initiative and enterprise • planning and organising • self-management • learning • technology.

Employability Skills can be further described for particular occupational and industry contexts by sets of facets. The facets are the aspects of the Employability Skills that employers have identified as being important both in their nature and priority within an enterprise’s business activity.

The Employability Skills summaries should be read in conjunction with the information about Employability Skills contained in Volume I.

MTM07 – Volume IV


Employability Skills Summary for MTM40107 Certificate IV in Meat Processing (Leadership) The following table contains a summary of the Employability Skills required by the Meat Industry for this qualification. The Employability Skills facets described here are broad industry requirements that may vary depending on qualification packaging options.

Employability Skill Industry/enterprise requirements for this qualification include:

Communication

• listening and interpreting worker issues or management concerns

• speaking clearly and directly with other personnel such as workers, management and customers

• reading and interpreting workplace documentation such as work instructions, Standard Operating Procedures, Australian Standards and food safety regulations

• preparing written documentation such as reports

• using mathematical skills in areas such as time and temperature

• sharing information with co-workers, managers, customers and regulatory authorities

• applying negotiation, persuasion and assertiveness skills when carrying out supervisory duties

• showing empathy with worker and customer issues when appropriate

Teamwork

• working effectively as an individual as well as in a work team

• working effectively with workers from another country

• applying own technical knowledge to assist other members of the work team

• using teamwork skills in a range of situations, such as when addressing food safety issues

• identifying and utilising the strengths of other team members, such as specialised technical knowledge

• providing coaching and mentoring support to new workers

Problem solving

• developing practical and creative solutions to workplace problems, such as rostering issues

• showing independence and initiative in identifying problems, for example the need to revise and update a work instruction

• working with a team to resolve a problem, for example a production issue

• using numeracy skills, such as graphing and charting, to resolve problems

• resolving concerns raised by external groups such as customers or regulatory authorities

Initiative and • adapting to new situations such as changes to customer

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enterprise specifications or introduction of new equipment

• translating ideas into action, for example revising a work instruction or Standard Operating Procedure

• identifying opportunities that might not be obvious to others, for example a change of supplier to achieve cost savings or a change in process to achieve better productivity

Planning and organising

• collecting, analysing and organising information such as HACCP reports

• using basic business processes for planning and organising, for example production schedules

• taking initiative and making decisions within workplace role, for example setting production levels

• managing time and priorities such as meeting report deadlines and timely implementation of corrective actions

• determining, applying and allocating resources such as budget, product and personnel

• adapting resource allocations to cope with contingencies, for example shortage of stock or staff

Self-management

• having and articulating own ideas and vision, for example when contributing to company business planning processes

• monitoring and evaluating own performance to ensure company production requirements are met efficiently

• taking responsibility for work output within area of responsibility

Learning

• being receptive to learning new ideas and techniques such as changed work instructions, new equipment and processes

• learning in a range of settings such as through formal training or informally from other workers

• learning new skills and techniques to adjust to production or equipment changes

• managing own learning to ensure currency, for example by attending technical workshops or through internet research

• contributing to the learning of others through support of professional development or informal processes

• applying a range of learning approaches appropriate to individual and situational requirements

Technology

• using technology such as workplace machinery, computers and testing equipment

• demonstrating skilled use of workplace technology

• applying OH&S requirements when using technology

• adapting to new technology requirements, such as new software or machinery

• applying technology as a management tool, for example

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running production reports

Due to the high proportion of electives required by this qualification, the industry/enterprise requirements described above for each Employability Skill are representative of the meat industry in general and may not reflect specific job roles. Learning and assessment strategies for this qualification should be based on the requirements of the units of competency for this qualification.

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Employability Skills Summary for MTM40207 Certificate IV in Meat Processing (Meat Safety) The following table contains a summary of the Employability Skills required by the Meat Industry for this qualification. The Employability Skills facets described here are broad industry requirements that may vary depending on qualification packaging options.


Communication



• reading and interpreting workplace documentation such as work instructions, Standard Operating Procedures, Australian Standards and AQIS directives


• using mathematical skills such as graphing, calculation, prediction

• sharing information with managers and regulatory authorities

• applying negotiation, persuasion and assertiveness skills when addressing food safety issues

Teamwork



• applying own food safety knowledge to assist other members of the work team


Problem solving

• developing practical and creative solutions to workplace problems such as food safety issues

• showing independence and initiative in identifying problems, for example the need to revise and update a work instruction or implement corrective action

• using numeracy skills, such as calculation, prediction and graphing, to resolve problems


Initiative and enterprise

• adapting to new situations such as changes to processes or introduction of new equipment

• translating ideas into action, for example contributing to the revision of a work instruction or Standard Operating Procedure

• generating a range of options in response to workplace issues, for example suggesting a range of alternatives for addressing

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food safety issues


• collecting, analysing and organising information such as HACCP reports and testing results

• using basic business processes for planning and organising, for example preparation of on-plant audits

• taking initiative and making decisions within workplace role, for determining corrective actions

• managing time and priorities such as meeting report deadlines and completing audit processes

Self-management • monitoring and evaluating own performance to ensure meat

safety requirements are met efficiently

• taking responsibility for own work output

Learning

• being receptive to learning new ideas and techniques such as changed legislation or food safety standards


• learning new skills and techniques, for example Refrigeration Index


Technology




Learning and assessment strategies for this qualification should be based on the requirements of the units of competency for this qualification.

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Employability Skills Summary for MTM40307 Certificate IV in Meat Processing (Quality Assurance) The following table contains a summary of the Employability Skills required by the Meat Industry for this qualification. The Employability Skills facets described here are broad industry requirements that may vary depending on qualification packaging options.


Communication


• speaking clearly and directly with other personnel, such as workers or management, and customers

• reading and interpreting workplace documentation such as work instructions, Standard Operating Procedures, Australian Standards and AQIS directives


• using mathematical skills in areas such as graphing, calculation, prediction

• sharing information with managers and regulatory authorities

• applying negotiation, persuasion and assertiveness skills when addressing Quality Assurance issues

Teamwork



• applying own Quality Assurance knowledge to assist other members of the work team



• providing coaching and mentoring support to new workers

Problem solving

• developing practical and creative solutions to workplace problems such as food safety issues

• showing independence and initiative in identifying problems, for example the need to revise and update a work instruction or implement corrective action

• using numeracy skills, such as prediction, calculation and graphing, to resolve problems


• translating ideas into action by demonstrating suggestions

• initiating and developing innovative solutions, for example alternative storage arrangements

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•


• adapting to new situations such as changes to products or introduction of new equipment

• translating ideas into action, for example contributing to the revision of a work instruction or Standard Operating Procedures

• generating a range of options in response to workplace issues, for example suggesting a range of alternatives for addressing a corrective action


• collecting, analysing and organising information such as HACCP reports and testing results

• using basic business processes for planning and organising, for example preparation of on-plant audits

• taking initiative and making decisions within workplace role, for determining corrective actions

• participating in continuous improvement and planning processes

• determining or applying required resources, for example establishing an audit schedule

• managing time and priorities such as meeting report deadlines and completing audit processes

• adapting resource allocations to cope with contingences, for example staff shortages

Self-management • monitoring and evaluating own performance to ensure meat

safety requirements are met

• taking responsibility for own work output

Learning

• being receptive to learning new ideas and techniques such as changed legislation or food safety standards


• learning new skills and techniques, for example Refrigeration Index


• contributing to the learning of others through support of professional development or informal processes


Technology




• applying technology as a management tool, for example

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running production reports


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Employability Skills Summary for MTM40407 Certificate IV in Meat Processing (General) The following table contains a summary of the Employability Skills required by the Meat Industry for this qualification. The Employability Skills facets described here are broad industry requirements that may vary depending on qualification packaging options.


Communication



• reading and interpreting workplace documentation such as work instructions, Standard Operating Procedures, Australian Standards and food safety regulations


• using mathematical skills such as time and temperature


Teamwork



• applying own technical knowledge to assist other members of the work team

• using teamwork skills in a range of situations, such as addressing food safety issues

Problem solving

• developing practical and creative solutions to workplace problems such as rostering issues

• showing independence and initiative in identifying problems, for example the need to revise and update a work instruction

• working with a team to resolve a problem, for example a production issue

• using numeracy skills, such as graphing and charting, to resolve problems


• adapting to new situations such as changes to customer specifications or introduction of new equipment


• identifying opportunities that might not be obvious to others, for example a change of supplier to achieve cost savings or a change in processes to achieve better productivity


• collecting, analysing and organising information such as HACCP reports

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• using basic business processes for planning and organising, for example production schedules


• managing time and priorities such as meeting report deadlines and timely implementation of corrective actions

• participating in continuous improvement and planning processes, for example Quality Assurance

Self-management


• monitoring and evaluating own performance to ensure company production requirements are met efficiently

• taking responsibility for work output within area of responsibility

Learning

• being receptive to learning new ideas and techniques such as changed work instructions, new equipment and processes


• learning new skills and techniques to adjust to production or equipment changes



Technology




• adapting to new technology requirements, such as new software

• applying technology as a management tool, for example running production reports, using spreadsheets


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Employability Skills Summary for MTM50107 Diploma of Meat Processing The following table contains a summary of the Employability Skills required by the Meat Industry for this qualification. The Employability Skills facets described here are broad industry requirements that may vary depending on qualification packaging options.


Communication

• listening and interpreting worker issues, management or customer concerns


• reading and interpreting workplace documentation such as industry research outcomes, contracts, legislation and regulations

• preparing written documentation such as reports, market estimates, business proposals

• using mathematical skills for purposes such as budgeting and production estimates


• applying negotiation, persuasion and assertiveness skills when working with staff, customers and suppliers, during planning and addressing enterprise issues

Teamwork


• working effectively with colleagues from diverse backgrounds

• applying own technical and managerial knowledge to assist other members of the work team

• using teamwork skills in a range of situations, such as when addressing industrial issues


• providing coaching and mentoring support to colleagues

Problem solving

• developing practical and creative solutions to workplace problems such as production issues

• showing independence and initiative in identifying problems, for example identifying the establishment of a new competitor

• working with a team to resolve a problem, for example a biotechnology issue

• testing assumptions and taking context into account, for example testing the impact of a supply problem on capacity to meet customer commitments

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• using numeracy skills, such as calculation, estimation, and budget forecasting, to resolve problems

• listening and resolving concerns in relation to workplace issues, for example outcomes of a customer audit




• being creative and innovative in identifying opportunities and creating solutions, for example seeking funding support for a proposal or assessing the viability of new technology

• identifying opportunities that might not be obvious to others, for example a change of supplier to achieve cost savings

• developing a strategic, creative, long-term vision through research of the economic and political environment impacting the industry


• collecting, analysing and organising information such as peak body strategic plans, market forecasts, technical publications

• using business processes for planning and organising, or developing business plans


• participating in continuous improvements processes, such as the enterprise Quality Assurance system

• determining and applying resources such as financial, human and physical resources

• managing time and priorities such as meeting customer deadlines

• adjusting resource allocation to cope with contingencies, for example loss of a customer contract or production delays

Self-management


• monitoring and evaluating own performance to ensure company requirements are addressed

• taking responsibility for work outcomes of self and others within area of responsibility

Learning

• being receptive to learning new ideas and techniques such as changed legislation, food safety measures or product specifications

• learning in a range of settings such as through formal training or informally from other workers or self-directed research

• learning new skills and techniques to adjust to management or enterprise changes

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• contributing to the learning of others through support of professional development and informal learning processes

Technology

• using technology such as computers, software packages and testing equipment




• applying technology as a management tool, for example running production reports or using spreadsheets


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Employability Skills Summary for MTM50207 Diploma of Meat Processing (Meat Retailing) The following table contains a summary of the Employability Skills required by the Meat Industry for this qualification. The Employability Skills facets described here are broad industry requirements that may vary depending on qualification packaging options.


Communication

• listening and interpreting worker issues, management or customer concerns


• reading and interpreting workplace documentation such as industry research outcomes, contracts, legislation and regulations




• applying negotiation, persuasion and assertiveness skills when working with staff, customers or suppliers during planning and when addressing business issues

Teamwork




• using teamwork skills in a range of situations, such as when addressing industrial issues



Problem solving

• developing practical and creative solutions to workplace problems such as production issues

• showing independence and initiative in identifying problems, for example identifying the emergence of a new competitor

• working with a team to resolve a problem, for example an oversupply issue


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• listening and resolving concerns in relation to workplace issues, for example outcomes of a food safety audit


• adapting to new situations such as changes to product availability or introduction of new equipment




• developing a strategic, creative, long-term vision through research of the economic and political environment impacting the enterprise



• using business processes for planning and organising for developing business plans

• taking initiative and making decisions within workplace role, for example determining display arrangements

• participating in continuous improvement processes, such as the enterprise Quality Assurance system


• managing time and priorities such as meeting customer deadlines or regulatory reporting requirements

• adjusting resource allocations to cope with contingencies, for example sudden changes to customer flow or impact of a media report

Self-management

• having and articulating own ideas and vision, for example when developing company business planning processes



Learning



• learning new skills and techniques to adjust to management or changed customer preferences

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Technology





• applying technology as a management tool, for example running enterprise reports or using spreadsheets


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Employability Skills Summary for MTM60107 Advanced Diploma of Meat Processing The following table contains a summary of the Employability Skills required by the Meat Industry for this qualification. The Employability Skills facets described here are broad industry requirements that may vary depending on qualification packaging options.


Communication

• listening and interpreting worker issues, management, industry or customer concerns

• speaking clearly and directly with other personnel such as workers, management, regulators and customers

• reading and interpreting workplace documentation such as industry research outcomes, contracts, legislation and regulation




• applying negotiation, persuasion and assertiveness skills when working with staff, customers or suppliers, during planning and addressing enterprise issues

Teamwork




• using teamwork skills in a range of situations, such as when addressing industry-wide issues, for example labour shortages



Problem solving

• developing practical and creative solutions to workplace problems such as issues of supply and production

• showing independence and initiative in identifying problems, for example identifying the potential impact of the establishment of a new competitor

• working with a team to resolve a problem, for example a disease outbreak


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• listening and resolving concerns in relation to workplace issues, for example outcomes of a customer audit



• translating ideas into action, for example introducing and trialling automated equipment



• developing a strategic, creative, long-term vision through research of the economic and political environment impacting the industry



• using business processes for planning and organising for developing business plans


• participating in continuous improvement processes, such as the enterprise Quality Assurance system


• managing time and priorities such as meeting customer deadlines

• adjusting resource allocation to cope with contingencies, for example loss of a customer contract, production delays or staff shortages

Self-management

• having and articulating own ideas and vision, for example when undertaking company business planning processes



Learning


• learning in a range of settings such as through formal training, independent research or informally from colleagues

• learning new skills and techniques to adjust to industry or customer changes

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Technology





• applying technology as a management tool, for example running production reports or using spreadsheets


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Section 4

Contextualisation of imported units


• Contextualisation statement • General description of the Australian meat industry • Range Statement • Evidence Guide • List of imported units in Certificate IV, Diploma and Advanced Diploma qualifications.

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Contextualisation statement The following contextualisation statement is provided as an aid to trainers, assessors and others who need to apply standards from other industries or cross-industry standards in Meat Processing industry contexts. It provides additional information in the form of a ‘General Description’, ‘Range Statement’ and an ‘Evidence Guide’ to assist those interpreting the standards to understand critical aspects of the meat industry context.

The statement should be read in conjunction with the existing Range Statements and Evidence Guides of the units of competency concerned. The additional information should be used to ensure that training programs and assessment processes based on the standards, and designed for use in the meat industry, relate meaningfully to the key aspects and requirements of the meat industry context.

General description of the Australian Meat Industry The Australian Meat Industry is an important industry for Australia, ranking as the fourth highest commodity export earner and providing employment to over 50,000 employees. The MTM07 Australian Meat Industry Training Package covers the abattoirs, smallgoods, foods services and retailing sectors of the industry. The meat processing sector alone provides approximately 29,000 jobs in approximately 292 establishments predominantly situated in regional and rural areas, with the highest concentration of plants in the eastern states. The meat industry workforce comprises workers drawn from a wide variety of backgrounds, including indigenous, and workers with language backgrounds other than English. Numbers of women in the meat industry workforce are increasing. There are increasing numbers of workers from diverse cultural backgrounds, particularly in the abattoirs and smallgoods sectors. In some cases large groups of workers may be recruited from overseas. There has been an overall decline in the number of meat processing establishments since 1991/1992 when there were 352 establishments. This is due to industry restructuring and concentration of production into larger plants. In spite of the decline, production has increased over the same period. The industry consists of a domestic sector producing for the local market and an export sector processing and shipping to over 100 countries around the world. Two thirds of Australia’s red meat production is exported. The value of the production of the Australian red industry has increased by $2.4 billion in the last five years alone – a 45% increase. There are a number of factors driving the increasing demand for Australian red meat. In the domestic retail market there has been a strengthening in demand for meat due to better quality product, better retail presentation, effective industry promotion campaigns and the fact that people are feeling better about eating red meat. In addition Australia has expanded red meat exports. Beef exports in 2004 were historically high, representing a 9% increase over 2003. In 2004 lamb exports were the second highest calendar year on record, with record sales to the USA, Japan, Korea and the European Union. Mutton exports likewise increased by 11% in 2004. However Australia’s share of the international market can be affected by such things as the rise of other international producers

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(eg Brazil, Uruguay) and outbreaks of disease such as BSE (particularly the 2003 cases in Canada and the USA) or FMD. The meat processing sectors, both domestic and export, are highly regulated and customer driven. The domestic meat industry is regulated by State Meat Authorities and production requirements are laid down in Australian Standards, legislation and regulations. The export processors are registered and regulated by the Australian Quarantine Inspection Service (AQIS). This federal government body ensures that meat products are produced in accordance with the requirements of the importing countries In turn these importing countries such as the USA regularly audit both AQIS and plants producing product for export to their markets. Both domestic and export plants are required to have ‘approved arrangements’ with the relevant regulatory authorities. These arrangements detail the plants’ HACCP and Good Manufacturing Practice programs and are audited by the authorities. Failure to abide by these ‘approved arrangements’ has led to plants losing their registration to process meat. In addition to the supervision provided by regulatory bodies, meat processors are also regularly audited by their customers such as supermarkets and fast-food chains. These customers have requirements in addition to the minimum regulatory requirements such as the social accountability of the business. The industry is also changing for the workers with increased productivity and efficiency being achieved through initiatives including restructuring, introduction of structured training, increased utilisation of plant, the flattening of organisations, multi-skilling of workers, innovation and technological developments (including automation in design and construction) and the impact of new information and communication strategies. Australian produced smallgoods products are mainly consumed by the domestic market. However export earnings are growing, with an increase of 40% between 1999/2000 and 2000/2001 in particular to the Singapore and Malaysian markets. The number of smallgoods establishments is increasing. The smallgoods sector is growing with an increase in new product lines such as products with health benefits, shaved meats, marinated and ready-to-serve products. Recent developments include the Uncooked Comminuted Fermented Meat (UCFM) regulatory requirements, the application of the refrigeration index, and training needs resulting from the introduction of new technologies, particularly in packaging. The meat wholesaling sector is a growing sector of newly emerging companies primarily made up of boning rooms and establishments servicing the hospitality industry. These establishments supply restaurants, fast-food outlets, food chains, hotels, airlines, and supermarkets and also fill niche markets eg making specific products such as portion control products, organic meat products, native meat products, meat patties, pizza toppings, meat products with health benefits, kebabs, trimmed and pre-packed shelf-ready trays of meat. The major factors affecting the Meat Retailing sector include the shift in trade between supermarkets and traditional outlets, the increasing focus on producing and supplying meat products to meet customer needs, and further processing and value-adding to meat products to meet demands for pre-prepared and pre-cooked products. There is also a growing trend towards further processing and supplying meat products from a variety of different animal species including poultry, game meat, rabbits, native animals etc and combining meat with other food products to produce specific product to meet local needs. The meat retailing sector is facing increasing regulation particularly in food safety and Quality Assurance (QA). There are also changes in work organisation and work arrangements including longer opening hours, and increasing skills demands in technology, food safety, QA, OH&S, marketing, customer service, finances etc. There is a growing trend towards the use of electronic financial systems, and increasing impact of information technologies particularly on marketing and supply of products eg using the internet.

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Range Statement Regulatory requirements in the Australian meat industry may include:

• Australian Standards

• Export Control Act

• hygiene and sanitation requirements

• relevant Federal and state government regulations regarding meat processing and food safety

• AS 4696-2002 Hygienic Production and Transportation of Meat and Meat Products for Human Consumption.

Meat industry workplace requirements may include:

• enterprise-specific procedures


• OH&S requirements

• Quality Assurance requirements

• Standard Operating Procedures

• the ability to perform the task to production requirements

• work instructions.

Communication skills within the meat industry may include:

• applying numeracy skills to workplace requirements

• being appropriately assertive

• interpreting the needs of internal/external customers

• listening and understanding

• negotiating responsively

• persuading effectively

• reading and interpreting workplace-related documentation

• sharing information

• speaking clearly and directly

• working with diverse individuals and groups

• writing to audience needs.

OH&S requirements may include:

• enterprise OH&S policies, procedures and programs

• OH&S legal requirements

• Personal Protective Equipment (PPE) which may include:

⎯ coat and apron

⎯ ear plugs or muffs

⎯ eye and facial protection

⎯ head-wear

⎯ lifting assistance

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⎯ mesh apron

⎯ protective boot covers

⎯ protective hand and arm covering

⎯ protective head and hair covering

⎯ uniforms

⎯ waterproof clothing

⎯ work, safety or waterproof footwear.

• requirements set out in standards, codes of practice etc.

Problem-solving and initiative skills required in the meat industry may include:

• adapting to new situations

• applying a range of strategies to problem solving

• developing practical and creative solutions to workplace problems

• identifying opportunities that might not be obvious to others

• listening to and resolving concerns in relation to workplace

• resolving customer concerns relative to workplace responsibilities

• showing independence and initiative in identifying problems

• solving problems individually or in teams

• translating ideas into action.

• using numeracy to solve problems.

Evidence Guide Overview of assessment The meat industry has specific and clear requirements for

evidence. A minimum of three forms of evidence is required to demonstrate competency in the meat industry. This is specifically designed to provide evidence that covers the demonstration in the workplace of all aspects of competency over time.

These requirements are in addition to the requirements for valid, current, authentic and sufficient evidence.

Three forms of evidence means three different kinds of evidence – not three pieces of the same kind. In practice it will mean that most of the unit is covered twice. This increases the legitimacy of the evidence.

All assessment must be conducted against Australian meat industry standards and regulations.

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Critical aspects for assessment and evidence required to demonstrate competency in this unit

Competency must be demonstrated through sustained performance over time, at an appropriate level of responsibility and authority under typical operating and production conditions for the enterprise or industry sector.

Context of and specific resources for assessment

Resources may include:

• a real work environment

• customer specifications

• establishment’s quality system, performance data

• relevant documentation such as:

⎯ manufacturer’s instructions or operations manuals

⎯ manufacturer’s requirements

⎯ regulatory requirements

⎯ workplace policies and procedures

• relevant equipment and materials.

Method of assessment Examples of recommended methods of assessment are:

• a third party referee report of sustained performance at appropriate level of authority and responsibility

• assignment focusing on understanding and application of principles and theory to workplace operations.

• debrief

• quiz of underpinning knowledge

• simulation

• verified work log or diary

• workplace demonstration of competency for the assessor

• workplace projects which focus on company environment and conditions

• workplace referee or third party report of performance over time.

Assessment practices should take into account any relevant language or cultural issues related to Aboriginality, gender, or language backgrounds other than English. Language and literacy demands of the assessment task should not be higher than those of the work role.

Guidance information for assessment

For some imported units, meat industry resource materials may be available from MINTRAC, telephone 1800 817 462

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List of imported units in Certificate IV, Diploma and Advanced Diploma qualifications The following units are contained within Volume VII of the MTM07 Australian Meat Industry Training Package.

Unit code Unit title Originating Training Package

BSBCMN404A Develop teams and individuals BSB01 Business Services

BSBCMN412A Promote innovation and change BSB01 Business Services

BSBCMN418A Address customer needs BSB01 Business Services

BSBEBUS406A Monitor and maintain records in an online environment

BSB01 Business Services

BSBFLM405B Implement operational plan BSB01 Business Services

BSBFLM406B Implement workplace information system


BSBFLM409B Implement continuous improvement BSB01 Business Services

BSBFLM412A Promote team effectiveness BSB01 Business Services

BSBFLM513A Manage budgets and financial plans within the work team


BSBHR404A Co-ordinate human resource services BSB01 Business Services

BSBHR604A Manage employee relations BSB01 Business Services

BSBMGT503A Prepare budgets and financial plans BSB01 Business Services

BSBMGT504A Manage budgets and financial plans BSB01 Business Services

BSBMGT511A Develop a business opportunity BSB01 Business Services

BSBMGT603A Review and develop business plans BSB01 Business Services

BSBMKG405A Implement and monitor marketing activities


CHCORG11B Lead and develop others CHC02 Community Services

FDFFSACA Assess compliance with food safety FDF03 Food Processing

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programs Industry

FDFFSCFSAA Conduct food safety audits FDF03 Food Processing Industry

FDFFSCHZA Identify; evaluate and control food safety hazards

FDF03 Food Processing Industry

FDFFSCOMA Communicate and negotiate to conduct food safety audits

FDF03 Food Processing Industry

PMLORG602B Manage complex projects PML04 Laboratory Operations

TAAASS401A Plan and organise assessment TAA04 Training and Assessment

TAAASS402A Assess competence TAA04 Training and Assessment

THHGLE13B Manage finances within a budget THH02 Hospitality

WRRF4B Prepare payroll WRR02 Retail

WRRI4B Buy merchandise WRR02 Retail

WRRO5B Control inventory WRR02 Retail

WRRO6B Manage store facilities WRR02 Retail

WRRPL2B Set strategic plans WRR02 Retail

WRRPL3B Initiate and implement change WRR02 Retail

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MTMMP1C Maintain personal equipment – Volume IV


Section 5

Units of Competency contained within Certificate IV, Diploma and Advanced Diploma qualifications – all sectors





Certificate II – compulsory core units MTMMP1C Maintain personal equipment

MTMMP2C Apply hygiene and sanitation practices

MTMMP3C Apply Quality Assurance practices

MTMMP4C Follow safe work policies and procedures

MTMMP5C Communicate in the workplace

MTMMP6C Overview the meat industry

Certificate IV – compulsory core units MTMCOR401B Manage own work performance

MTMCOR402B Facilitate Quality Assurance process

MTMMP70C Participate in OH&S risk control process

MTMMP72C Facilitate hygiene and sanitation performance

Certificate IV, Diploma and Advanced Diploma – technical units MTMMP46C Develop and implement Quality Assurance program for rendering plant

MTMMP64C Specify beef product using AUS-MEAT language

MTMMP65C Specify sheep product using AUS-MEAT language

MTMMP66C Specify pork product using AUS-MEAT language

MTMMP69C Lead communication in the workplace

MTMMP76C Conduct statistical analysis of process

MTMMP77C Participate in product recall

MTMMP79C Participate in ongoing development and implementation of a HACCP & Quality Assurance system

MTMMP81C Maintain abattoir design and construction standards

MTMMP82C Collect evidence for prosecution

MTMMP83C Establish sampling program

MTMMP84C Oversee humane handling of animals

MTMMP87C Inspect game meat

MTMMP88C Inspect poultry

MTMMP89C Inspect ratites

MTMMP90C Manage/oversee an external audit of the establishment’s quality system



MTMMP91C Oversee export requirements

MTMP401A Utilise refrigeration index

MTMP402A Implement a Meat Hygiene Assessment program

MTMP403A Oversee plant compliance with the Australian Standards for meat processing

MTMP404A Apply meat science

MTMP405A Conduct and validate pH/temperature declines to Meat Standards Australia standards

MTMP407A Supervise new recruits

MTMPS411B Monitor meat preservation process

MTMPS412B Monitor and overview the production of processed meats and smallgoods

MTMPS414A Monitor and overview the production of Uncooked Comminuted Fermented Meat

MTMPS5601B Assess and purchase livestock

MTMPS5602B Analyse and develop enterprise systems for new opportunities

MTMPS5603B Develop, manage and maintain quality systems

MTMPS5604B Manage maintenance systems

MTMPS5605B Manage utilities and energy

MTMPS5606B Benchmark enterprise performance

MTMPS5607B Manage and improve meat industry plant operations

MTMPS5608B Manage environmental impacts of meat processing operations

MTMPS5609B Manage, maintain and continuously improve OH&S plans and systems

MTMPS5610B Manage transportation of meat, meat products and meat by-products

MTMPSR401B Coordinate contracts

MTMPSR402B Prepare and evaluate resource proposals

MTMPSR403B Facilitate achievement of enterprise environmental policies and goals

MTMPSR404B Foster a learning culture in a meat enterprise

MTMPSR405B Build productive and effective workplace relationships

MTMPSR406B Manage and maintain a food safety plan

MTMPSR5601B Design and manage the food safety system

MTMPSR5602B Manage meat processing systems for meat and meat product quality

MTMPSR5603B Control cold chain (refrigeration) operations

MTMPSR5604B Manage new product/process development

MTMPSR5605B Establish new markets

MTMPSR5606B Monitor legal requirements and business compliance

Imported units (contained in Volume VII) BSBCMN404A Develop teams and individuals



BSBCMN412A Promote innovation and change

BSBCMN418A Address customer needs

BSBEBUS406A Monitor and maintain records in an online environment

BSBFLM405B Implement operational plan

BSBFLM406B Implement workplace information system

BSBFLM409B Implement continuous improvement

BSBFLM412A Promote team effectiveness

BSBFLM513A Manage budgets and financial plans within the work team

BSBHR404A Co-ordinate human resource services

BSBHR604A Manage employee relations

BSBMGT503A Prepare budgets and financial plans

BSBMGT504A Manage budgets and financial plans

BSBMGT511A Develop a business opportunity

BSBMGT603A Review and develop business plans

BSBMKG405A Implement and monitor marketing activities

CHCORG11B Lead and develop others

FDFFSACA Assess compliance with food safety programs

FDFFSCFSAA Conduct food safety audits

FDFFSCHZA Identify; evaluate and control food safety hazards

FDFFSCOMA Communicate and negotiate to conduct food safety audits

PMLORG602B Manage complex projects

TAAASS401A Plan and organise assessment

TAAASS402A Assess competence

THHGLE13B Manage finances within a budget

WRRF4B Prepare payroll

WRRI4B Buy merchandise

WRRO5B Control inventory

WRRO6B Manage store facilities

WRRPL2B Set strategic plans

WRRPL3B Initiate and implement change



MTMMP1C Maintain personal equipment

Unit descriptor This unit covers the skills and knowledge required to maintain, clean and store personal equipment including personal protective equipment.

Employability Skills The required outcomes described in this unit of competency contain applicable facets of Employability Skills. The Employability Skills Summary of the qualification in which this unit of competency is packaged will assist in identifying Employability Skill requirements.

Application of the unit This unit can be used as part of an induction of a worker to a meat processing establishment, smallgoods, retail premises or other meat establishment.

ELEMENT PERFORMANCE CRITERIA Elements describe the essential outcomes of a Unit of Competency.

Performance Criteria describe the required performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the Range Statement. Assessment of performance is to be consistent with the Evidence Guide.

1.1 Personal equipment is maintained to ensure:

• manufacturer’s specifications are met (where relevant)

• OH&S, hygiene and sanitation, and workplace requirements are met

• regulatory requirements are met.

1 Maintain personal equipment

1.2 Appropriate maintenance is carried out for the equipment used.

2 Store personal equipment 2.1 Personal equipment is stored in accordance with workplace and regulatory requirements.

3 Clean personal equipment 3.1 Personal equipment is cleaned to ensure that workplace requirements, OH&S, hygiene and sanitation requirements, and manufacturer’s specifications are all met (where relevant).

REQUIRED SKILLS AND KNOWLEDGE This describes the essential skills and knowledge required for this unit. Where bold italicised text is used, further information is detailed in the Range Statement.

• Apply communication skills relevant to the task. • Demonstrate ability to check and prepare equipment in time for the start of work.



• Demonstrate ability to work effectively as an individual and as part of a team. • Demonstrate hygiene and sanitation, OH&S requirements in using, cleaning and storing

personal equipment, including personal protective equipment. • Demonstrate knowledge of relevant work instructions. • Demonstrate the procedures for maintaining personal equipment. • Explain maintenance techniques for personal equipment. • Identify manufacturer’s specifications for use, maintenance, cleaning and storage of

personal equipment (where relevant). • Outline hygiene and sanitation, OH&S, workplace and regulatory requirements related to

maintaining, cleaning and storing personal equipment. • Take action to improve own work performance as a result of self-evaluation, feedback from

others, or in response to changed work practices or technology.

RANGE STATEMENT The Range Statement relates to the Unit of Competency as a whole. It allows for different work environments within the meat industry and situations that may affect performance. This includes any essential operating conditions that may be present with training and assessment depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts. Bold italics wording in the Elements and Performance Criteria, and Required Skills and Knowledge, is detailed below.

Meat establishments may include:

• abattoirs

• boning rooms

• food services establishments

• meat processing plants

• meat wholesalers

• retail meat outlets

• slaughter floors

• smallgoods establishments

• supermarkets.

Personal equipment may include:

• chains

• handsaws

• personal protective equipment

• pouches

• steels.





⎯ coat and apron





⎯ head-wear


⎯ mesh apron




⎯ uniforms


⎯ work, safety or waterproof footwear


Regulatory requirements may include:


• federal and state regulations regarding meat processing


• relevant Australian Standards

• relevant regulations

• requirements set out in AS 4696:2002 Australian Standard for Hygienic Production and Transportation of Meat and Meat Products for Human Consumption.

Workplace requirements may include:







Communication may: • be spoken, written, non-verbal and include signs and signals

• be with people from a range of cultural, social and ethnic backgrounds or with colleagues, superiors, customers, clients and external parties

• require the interpretation of spoken or written instructions or diagrams.

Work instructions, standard operating procedures and reports may be:

• completed with the assistance of others

• directly related to own tasks and duties

• in English

• in everyday workplace language, including some mathematical language

• in languages other than English



• presented in routine standard proformas using accurately copied information, symbols, numbers, abbreviations, sketches, codes and everyday workplace language

• presented orally

• provided visually, eg video, OH&S signs, symbols and other pictorial presentation

• routine, simple and brief.

EVIDENCE GUIDE The Evidence Guide provides advice on assessment and must be read in conjunction with the Performance Criteria, Required Skills and Knowledge, the Range Statement and the Assessment Guidelines for this Training Package.

Overview of assessment The meat industry has specific and clear requirements for evidence. A minimum of three forms of evidence is required to demonstrate competency in the meat industry. This is specifically designed to provide evidence that covers the demonstration in the workplace of all aspects of competency over time.





Competency must be demonstrated during the normal operations of a workplace.


Competency must be assessed using the personal equipment issued to the individual.

Method of assessment Recommended methods of assessment are:








Resource materials available from MINTRAC, telephone 1800 817 462.

MTMMP2C Apply hygiene and sanitation practices – Volume IV


MTMMP2C Apply hygiene and sanitation practices

Unit descriptor This unit covers the skills and knowledge required to apply the personal hygiene and sanitation practices required of workers in a meat establishment. It also covers cleaning equipment and immediate work areas during operations.


Application of the unit This unit is applicable to workers in abattoirs, boning rooms, smallgoods plants, game processing plants, knackeries, food services premises, wholesale and retail meat establishments.



1.1 Work site is hygienically cleaned during operations to OH&S, workplace and regulatory requirements.

1 Clean own work area and equipment during operations

1.2 Equipment is hygienically cleaned to regulatory and workplace requirements.

2.1 Contamination and cross-contamination risks are identified and steps taken to reduce the risk.

2 Identify sources of contamination and spoilage

2.2 Corrective action is taken when contamination is identified, in accordance with workplace and regulatory requirements.

3.1 Personal hygiene practices are followed to workplace requirements.

3.2 Product is handled in accordance with workplace, and hygiene and sanitation requirements.

3.3 Individual’s work is conducted hygienically in accordance with workplace requirements.

3 Follow workplace’s hygiene and sanitation requirements

3.4 Products are processed in accordance with regulatory requirements.




• Consistently follow workplace, hygiene and sanitation procedures. • Demonstrate ability to work effectively as an individual and as part of a team to keep work

areas clean. • Demonstrate basic hygiene and sanitation practices in all activities undertaken in the

workplace. • Explain hygiene and sanitation requirements for own area. • Explain reporting procedures for contamination as appropriate. • Explain the chemical contamination risks to product and how they are controlled. • Explain the consequences of contaminated or spoiled meat leaving the establishment. • Explain the consequences of failing to follow workplace requirements for hygienic

handling and processing of meat. • Explain the time, temperature and moisture requirements for microbial growth. • Identify causes of food spoilage and poisoning. • Identify possible sources of contamination and cross-contamination in the work site. • Identify visual evidence of contamination. • List microbes which may affect meat. • Outline the scope and coverage of AS 4696:2022 Australian Standard for the Hygienic

Production and Transportation of Meat and Meat Products for Human Consumption. • Outline the sources of physical and microbiological contamination in meat establishments

and how these hazards are controlled. • Take action to improve own work performance as a result of self-evaluation, feedback from

others, or in response to changed work practices or technology. • Use communication skills relevant to the task.



• abattoirs

• boning rooms









• supermarkets.





⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms








• Standard Operating Procedures (SOPs)










Sources of contamination may include:

• chemical agents, which may include chemicals such as insecticides, cleaning agents

• foreign bodies

• microbiological and biological agents

• physical agents which may include ingesta, excreta, dust, grease, etc.



Steps taken to reduce the risk may include:

• good housekeeping practices

• hand washing

• maintaining clean clothes and PPE.

Corrective action may include:

• disposing of contaminated product

• trimming product.

Hygiene and sanitation requirements may include:

• relevant government regulations

• workplace requirements.


• be with people from a range of cultural, social and ethnic backgrounds or with colleagues, superiors, customers, clients and external parties.







Competency must be demonstrated over time during the normal operations of a meat establishment.


Assessment must involve in part a demonstration of on-the-job competency while performing a task in the workplace.




• workplace referee or third party report of performance



over time.




MTMMP3C Apply Quality Assurance practices – Volume IV


MTMMP3C Apply Quality Assurance practices

Unit descriptor This unit covers the skills and knowledge required to apply Quality Assurance (QA) procedures in a meat establishment.


Application of the unit This unit is applicable to workers in abattoirs, knackeries, boning rooms, game processing plants, food services operations, wholesale and meat retail operations.

ELEMENT PERFORMANCE CRITERIA Elements describe the essential outcomes of a Unit of Competency..


1.1 Hazards to food safety and quality are identified for own work area according to workplace and regulatory requirements.

1 Identify hazards and control points

1.2 Control points for own work area are identified according to workplace requirements.

2.1 Purpose and elements of the QA and HACCP systems are identified and related to workplace requirements.

2 Identify elements of the Quality Assurance (QA) system

2.2 Product specifications for own work area are identified.

3.1 Workplace requirements of the HACCP systems are identified and followed.

3.2 Non-conforming products are communicated to supervisor where this forms part of workplace requirements.

3 Follow requirements of a HACCP based QA system

3.3 Consequences of not following workplace requirements are explained.

4.1 Measures for quality control are identified. 4 Identify quality control practices in a HACCP based QA system 4.2 Inspection and re-inspection procedures are

identified.

MTMMP3C Apply quality assurance practices – Volume IV


5.1 Inspection of own work is carried out as prescribed in workplace requirements.

5 Inspect own work

5.2 Corrective action is taken as laid down in workplace requirements.


• Demonstrate a knowledge of:

⎯ corrective actions relevant to critical control points

⎯ monitoring critical control points

⎯ nature of food safety hazards

⎯ purpose of a HACCP program. • Demonstrate the capacity to:

⎯ comply with regulatory requirements

⎯ determine critical control points

⎯ follow workplace requirements related to HACCP and QA

⎯ identify hazards to food safety

⎯ inspect own work. • Describe the requirements for, and the nature of a HACCP plan. • Explain any regulatory requirements relevant to own work area. • Explain the nature and importance of work instructions and Standard Operating Procedures

(SOPs). • Explain the potential risk, loss or damage if the required actions are not performed. • Explain the reasons for quality control such as inspection and sampling. • Identify and apply relevant OH&S requirements. • Identify control points for a specific task or activity and explain how hazards are

controlled. • List the hazards to food safety and quality for specific work areas. • Take action to improve own work performance as a result of self-evaluation, feedback from



Workplace requirements may • enterprise-specific procedures



include: • OH&S requirements

• QA requirements

• SOPs










Elements of the QA system may include:

• corrective action

• HACCP charts

• mission statement

• monitoring procedures

• SOPs


Communication may include: • spoken, written, non-verbal and include signs and signals

• with people from a range of cultural social and ethnic backgrounds or with colleagues, superiors, customers, clients and external parties.

Measures for monitoring quality control may include:

• receival procedures

• temperature monitoring program.

Inspect own work may include:

• sending sample for testing

• visual.

Corrective action may include:

• condemnation

• reporting procedures

• trimming.

Work instructions, standard operating procedures, explanations and reports may be:

• be in English


• be in languages other than English

• be presented in routine proformas using accurately copied information, symbols, numbers, abbreviations, codes, sketches and everyday workplace language

• be presented orally

MTMMP3C Apply quality assurance practices – Volume IV


• be routine, simple and brief

• include the use of visual aids, eg videos, OH&S signs, symbols and other pictorial presentation.





⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms









Critical aspects for Competency must be demonstrated over time while



assessment and evidence required to demonstrate competency in this unit

performing tasks in meat processing, smallgoods or meat retail premises.


Assessment must involve demonstration of competency in part by compliance with work instructions and SOPs.


• assignment

• debrief


• simulation



• workplace project





MTMMP4C Follow safe work policies and procedures – Volume IV


MTMMP4C Follow safe work policies and procedures

Unit descriptor This unit covers the skills and knowledge required to work safely in a meat establishment.


Application of the unit This unit is applicable to workers in abattoirs, knackeries, boning rooms, game processing plants, smallgoods plants, food services operations, wholesale and meat retail premises.



1.1 OH&S responsibilities are met according to regulatory and workplace requirements.

1 Fulfil OH&S responsibilities and recognise the OH&S responsibilities of key personnel

1.2 OH&S responsibilities of key personnel are recognised and explained.

2.1 OH&S policies, procedures and programs are followed.

2 Follow workplace OH&S policies and procedures

2.2 Personal Protective Equipment (PPE) is used, maintained and stored as appropriate.

3 Follow legal provisions related to OH&S

3.1 Relevant provisions of OH&S legislation and codes of practice are followed.

4.1 OH&S issues are raised with designated personnel in accordance with workplace requirements and relevant OH&S legislation.

4 Contribute to OH&S

4.2 Participative arrangements for OH&S are contributed to in the workplace within the organisational procedures and scope of responsibilities and competencies.

5 Follow workplace requirements for hazard identification and risk

5.1 Hazards to health and safety in the work area are recognised and reported to designated personnel according to workplace requirements.



control 5.2 Workplace requirements for controlling risks to health and safety are accurately followed.

6.1 Emergency procedures are followed according to workplace requirements.

6 Follow emergency procedures

6.2 Appropriate reporting procedures for emergencies are followed according to workplace requirements.

7.1 Machinery is operated according to safe work practices and procedures (where applicable).

7 Operate machinery safely

7.2 Machinery is operated and maintained according to manufacturer’s specifications and workplace requirements (where applicable).


• Demonstrate ability to work safely as an individual and as a member of a team. • Demonstrate how to select, organise and complete routine explanations and reports on

OH&S issues. • Demonstrate safe work practices in all activities at the work site. • Demonstrate the use, maintenance and storing of PPE required for different areas at the

work site, according to workplace requirements and manufacturer’s specifications. • Demonstrate ways of minimising manual handling hazards. • Explain and demonstrate safe operating procedures for machinery at own work station. • Explain and demonstrate the procedures for reporting accidents at the work site. • Explain the functions of OH&S committees and representatives at the work site (as

appropriate). • Explain the PPE that must be worn for different areas at the work site. • Follow workplace OH&S policies and procedures. • Identify and apply relevant regulatory requirements as applicable. • Identify and follow emergency procedures, including evacuation procedures, according to

workplace requirements. • Identify OH&S hazards in own work area and around general plant or worksite especially

slips, falls and manual handling. • Identify the process for making suggestions for improvement. • List hazards at the work site and control measures that have been put in place. • Outline and observe own OH&S legal responsibilities. • Outline the employer’s OH&S legal requirements. • Seek advice from more experienced colleagues or from manuals in order to operate new

machinery and equipment safely. • Use relevant communication skills.









• relevant regulations • requirements set out in AS 4696:2002 Australian Standard

for Hygienic Production and Transportation of Meat and Meat Products for Human Consumption.


• emergency, fire and accident procedures


• hazard policy and procedures






Workplace OH&S policies, procedures and programs may include:

• confined spaces entry permit

• drug and alcohol policies and programs

• emergency procedures

• evacuation plans

• hazardous substances policies and programs

• manual handling policies and programs

• noise reduction policies and programs

• OH&S inspectors and audits checklists

• OH&S policies and programs

• sexual harassment policy and programs.

Personal Protective Equipment (PPE) may include:

• coat and apron

• ear plugs or muffs

• eye and facial protection

• head-wear

• lifting assistance

• mesh apron



• protective boot covers

• protective hand and arm covering

• protective head and hair covering

• uniforms

• waterproof clothing

• work, safety or waterproof footwear.

Participative arrangements for OH&S may include:

• OH&S committees

• OH&S representatives

• workplace meetings.

Emergency procedures may include:

• accident and incident reporting and investigation procedures

• evacuation plans

• first aid procedures.

Routine explanations and reports may:

• be completed with the assistance of others

• be directly related to own work and work area problem-solving

• be in English

• be in everyday workplace language and include mathematical language and commonly used technical terms


• be presented in writing using standard formats or proformas, diagrams, symbols and charts


• include information from several sources

• include the use of visual aids, eg video, OH&S signs and other pictorial presentation.

Work site includes: • immediate working area

• overall workplace.

Hazards may include: • alcohol abuse

• chemicals

• communicable diseases

• confined spaces

• dust

• electrical faults

• equipment malfunctions

• excessive noise

• extremes of temperatures



• fatigue

• hazards associated with knives

• hazards associated with manual handling

• poor or inadequate lighting

• poor ventilation

• radiation

• stress

• substances

• use of illicit drugs

• zoonotic diseases.


• be with people from a range of cultural, social and ethnic backgrounds or with colleagues, superiors, customers, clients and external parties

• include reading and interpreting workplace-related documentation.







Competency must be demonstrated at least in part in the workplace when engaged in specific tasks.

Context of and specific Assessment may involve simulation or actual demonstration



resources for assessment of competency where competencies involve identifying, reacting to and reporting hazards.


• assignment


• simulation








MTMMP5C Communicate in the workplace – Volume IV


MTMMP5C Communicate in the workplace

Unit descriptor This unit covers the skills and knowledge required to carry out workplace communication practices. It includes the competencies to identify the enterprise’s communication channels, use communication skills to undertake and complete workplace requirements, and contribute to positive workplace relations.


Application of the unit This unit can be used as part of a meat establishment workplace induction program introducing the employee or student to the industry and workplace communication requirements.



1.1 Problems are solved by communicating with others.

1.2 Information is exchanged to perform workplace tasks and take appropriate action.

1 Contribute to the maintenance and improvement of workplace operations and requirements

1.3 Spoken and written reports (where applicable) are provided clearly and promptly.

2.1 Organisational structure of the workplace, mission statements and strategic plan are identified.

2.2 Key personnel and their roles in the organisation are identified.

2 Identify key personnel in the workplace

2.3 Role of trainees is identified.

3.1 Communication styles of cultural, social and ethnic groups are recognised and considered.

3 Contribute to positive workplace relations

3.2 Appropriate communication style for context, audience and purpose is applied.



3.3 Regulatory and workplace ethical standards are considered in verbal and non-verbal communications.


• Copy and record workplace information accurately in routine formats and proformas (where appropriate).

• Demonstrate effective communication techniques with supervisors and fellow workers. • Demonstrate the exchange of relevant routine information with others to:

⎯ explain issues or problems

⎯ meet quality and food safety requirements

⎯ offer suggestions for improvement

⎯ reach conclusions. • Describe forms of feedback provided to fellow workers and key personnel. • Identify and explain roles of key personnel in the workplace. • Identify sources of information relevant to own work including OH&S, regulatory, work

instructions and workplace requirements. • Outline workplace standards of behaviour. • Participate in and contribute to meetings and discussions. • Read written information and write to a level typically required in the workplace. • Take action to improve own work performance as a result of self-evaluation, feedback from

others, or in response to changed work practices or technology. • Use appropriate communication styles when:

⎯ negotiating sensitive issues

⎯ obtaining views and information from others

⎯ working with cultural, social and ethnic groups.



• abattoirs

• boning rooms









• supermarkets.

Communications may be: • in English


• spoken, written, non-verbal and include signs and signals

• with people from a range of cultural, social and ethnic backgrounds or with colleagues, superiors, customers, clients and external parties.

Information relating to own work may include:

• AUS-MEAT language charts

• codes of practice

• customer service standards

• diagrams

• grading specifications

• HACCP charts

• industry and agency newsletters

• inspection schedules

• labels, tags

• messages

• notices

• orally provided information

• orders

• packaging, loadout and repackaging documentation

• policies

• posters

• pricing schedules and tickets

• procedures

• sample data

• scales, dials in analogue or digital formats

• voltage meters and readings


Audience may include: • business associates

• clients

• colleagues

• customers

• external parties



• superiors.





⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms










• AS 4696:2002 Australian Standard for the Hygienic Production and Transportation of Meat and Meat Products for Human Consumption.

Work instructions, standard operating procedures, explanations and reports may be:

• in English



• presented in routine proformas using accurately copied information, symbols, numbers, abbreviations, codes, sketches and everyday workplace language

• presented orally

• provided visually, eg video, OH&S signs, symbols and other pictorial presentation

• routine, simple, brief.









Written information may include:

• any written information relevant to own work requirements

• job requirements

• messages

• policies

• procedures

• reports








Competency must in part be demonstrated in the workplace and over a period of time.


Assessment may involve simulation or actual demonstration of competency.


• assignment




• simulation







MTMMP6C Overview the meat industry – Volume IV


MTMMP6C Overview the meat industry

Unit descriptor This unit covers the skills and knowledge required to provide employees with an understanding of the structure of the meat industry, their own workplace and the policies, procedures and conditions relevant to their employment.


Application of the unit This unit provides an introduction to the meat industry and all its sectors. It gives the employee or student an introduction to the types of products produced in a meat company, the conditions workers enjoy and their responsibilities to follow the company’s policies and procedures.

This unit can be used as part of an employee’s induction or pre-employment training program.



1.1 Composition and structure of the meat industry is examined to provide an overview for work priorities.

1.2 Major species and trade markets are examined.

1.3 Path of meat is traced from paddock to plate.

1.4 Flow of product is traced from stockyards to meat processing plant, to meat wholesalers and retailers, and through smallgoods plants.

1 Work within industry sector

1.5 Products are identified.

2.1 Relevant workplace policies are obtained and applied where appropriate.

2 Apply workplace policies

2.2 Role of trainees is identified in relation to workplace policies.



2.3 Information on working conditions is obtained and important elements identified.

3.1 Information about relevant award provisions and employment conditions are obtained and applied where appropriate.

3 Follow award or employment agreement provisions

3.2 Information on employee rights and responsibilities is obtained and explained.

4 Identify appropriate organisations and associations

4.1 Major industry organisations, peak bodies and regulatory bodies, and their roles are identified.

5.1 Information about EEO provisions is obtained and applied as appropriate.

5 Follow Equal Employment Opportunity (EEO) legislative requirements 5.2 Information on sexual harassment is obtained and

policies against sexual harassment are explained in terms of personal responsibility.

6.1 Relevant environmental regulatory requirements are identified.

6.2 Workplace environmental policies and practices are identified.

6 Demonstrate awareness of environmental issues in the meat industry

6.3 Consequences of not following workplace environmental policies and practices are identified.


• Explain employee’s responsibilities. • Explain the dispute resolution procedures in the workplace. • Explain the flow of product from receival to sale in own workplace. • Explain the nature and role of work instructions and Standard Operating Procedures

(SOPs). • Explain the principles of EEO and policies to prevent sexual harassment. • Follow relevant workplace policies. • Identify and explain the relevance of OH&S and regulatory requirements for meat

industry employees. • Identify and explain workplace employment conditions. • Identify relevant workplace requirements, policies and procedures and explain their

implications for trainees. • List the markets where the company’s products are distributed. • Name the products produced in own workplace.



• Outline enterprise ethical standards and requirements for interacting with other employees and staff.

• Outline the path of meat from paddock to plate. • Relate to others in an effective and non-discriminatory way showing mutual respect. • Use relevant communication skills.


Workplace policies may include:

• EEO policies

• environmental policies

• mission statements

• OH&S policies

• organisational structure

• Quality Assurance (QA) manual

• strategic planning


Award provisions may relate to:

• Australian Workplace Agreements

• enterprise bargaining agreements

• state or federal awards.

Meat industry organisations and associations include:

• AUS-MEAT

• Australasian Lot Feeders Association

• Australasian Meat Industry Employees Union (AMIEU)

• Australian Meat Industry Council (AMIC)

• Australian Meat Processor Corporation (AMPC)

• Australian Pork Limited (APL)

• Cattle Council of Australia (CCA)

• CSIRO Meat Research Institute

• Meat & Livestock Australia Pty. Ltd. (MLA)

• National Farmers’ Federation

• Sheepmeat Council of Australia.

Environment regulatory requirements may include:

• effluent treatment or control

• noise control

• odours and emissions management

• waste management.



Workplace environmental policies and practices may vary.

Work instructions, standard operating procedures, explanations and reports may:

• be in English

• be in everyday workplace language, including some mathematical language


• be presented in routine proformas using accurately copied information, symbols, numbers, abbreviations, codes, sketches and everyday workplace language


• be routine, simple and brief

• include the use of visual aids, eg video, OH&S signs, symbols and other pictorial presentation.





⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms






• federal and state regulations regarding meat processing and the environment










• QA requirements

• SOPs









Competency must be demonstrated utilising actual or representative documentation of policies and procedures.


Assessment can be undertaken in actual or simulated environments.


• assignment


• simulation




Assessment practices should take into account any relevant



language or cultural issues related to Aboriginality, gender, or language backgrounds other than English. Language and literacy demands of the assessment task should not be higher than those of the work role.



MTMCOR401B Manage own work performance – Volume IV


MTMCOR401B Manage own work performance

Unit descriptor This unit covers the skills and knowledge required for personnel in leadership positions to assume responsibility for their own work and performance, and provide role models for others. This unit covers the competencies to set work goals and plans, manage and improve own work performance and provide an example to other members of the work team/area.


Pre-requisite unit MTMMP5C Communicate in the workplace

Application of the unit This unit is applicable to those in leadership positions in meat processing, smallgoods and retailing operations who have responsibility for setting and achieving operational and administrative goals.



1.1 Personal performance standards reflect pride in achievement, commitment to customer service and enterprise requirements.

1.2 Personal goals reflect roles and responsibilities within the organisation.

1.3 Opportunities to extend personal performance and goals are identified and used.

1.4 Personal qualities and workplace relationships provide a role model to others.

1 Set and achieve personal goals

1.5 Personal performance is consistent over changes in workplace conditions and contexts.

2 Establish and achieve personal work priorities

2.1 Responsibilities, duties and tasks are prioritised to achieve personal, team and organisational goals.



2.2 Workplans and schedules are developed and followed to achieve personal and enterprise targets.

2.3 Technology is used efficiently and effectively to manage work priorities and commitments.

2.4 Strategies for minimising and managing stress are implemented.

3.1 Personal skill and knowledge is assessed against position/job description, competency standards and personal goals to identify areas and priorities for development.

3.2 Feedback from clients, customers and colleagues is used to improve competence.

3 Maintain and update professional skills and knowledge

3.3 Opportunities for professional development are identified and utilised.

4.1 Personal performance is analysed.

4.2 Personal goals are reviewed in the light of changing industry directions and enterprise goals and personal performance.

4.3 New skills and knowledge are identified to maintain professional excellence and competitive edge.

4 Review own work performance

4.4 Strategies for achieving personal goals are prepared.


• Demonstrate use of judgement, experience and knowledge of enterprise deadlines and targets.

• Describe the characteristics required of an effective leader in the meat industry. • Develop strategies for minimising and managing stress. • Document professional development and training achievements. • Identify and apply relevant OH&S, regulatory and workplace requirements. • Identify enterprise goals, directions and ethical standards and values. • Identify how personal goals contribute to the achievement of enterprise goals. • Identify own role in achieving organisation’s goals. • Identify personal career path and opportunities. • Identify potential career paths available in the industry. • Keep up-to-date with enterprise procedures and processes. • Make decisions within own responsibility and accountability. • Manage time effectively.



• Participate in internal and external networks to develop own knowledge, skills and competence.

• Plan and sequence tasks and activities. • Respond to others openly and fairly. • Review own strengths, weaknesses and level of competence and identify areas for

improvement. • Seek and accept constructive feedback on own performance. • Use relevant communication skills • Utilise a range of information and communication technologies to organise and complete

tasks on schedule.


Technology may include information and communication technologies including diaries or organisers, computerised equipment, personal computers, online services, telephone, fax, automatic and semi-automatic machinery, robotic equipment.

Feedback from customers and colleagues may be formal and informal, and include performance appraisals.

Professional development opportunities may include participation in industry networks, conferences and seminars, membership of industry and professional associations, structured training, mentoring, rotation, action learning, and use of competency standards, professional and technical journals, articles and magazines.






⎯ coat and apron



⎯ head-wear


⎯ mesh apron






⎯ uniforms





• animal welfare

• Australian Standards pertaining to the meat industry

• commercial law including fair trading, trade practices

• consumer law

• corporate law, including registration, licensing, financial reporting

• environmental and waste management

• equal opportunity, anti-discrimination and sexual harassment

• export


• food safety

• food standards


• industrial awards, agreements

• OH&S


• requirements set out in AS 4696:2002 Australian Standard for Hygienic Production of Meat for Human Consumption

• state regulations regarding meat processing

• taxation

• traineeships.


• enterprise ethical standards, values and obligations

• enterprise-specific procedures, policies and plans



Communication skills may include:



• empathising

• establishing/using networks











• writing to audience needs







Competency must be demonstrated in the workplace and supported by a referee’s report.


Assessment must demonstrate actual management of a work load at an appropriate level.


• assignment


• simulation










MTMCOR402B Facilitate Quality Assurance process – Volume IV


MTMCOR402B Facilitate Quality Assurance process

Unit descriptor This unit covers the skills and knowledge required to oversee a HACCP-based Quality Assurance (QA) program. This unit is suitable for meat retail, smallgoods, meat processing and food service establishments producing meat and meat products for domestic and export markets.


Pre-requisite unit MTMMP3C Apply Quality Assurance practices

Application of the unit This unit is applicable to supervisors or those with responsibility for all or part of a meat establishment HACCP/QA program.



1.1 Regulatory basis for compliance with the company’s HACCP-based QA program is identified.

1.2 Nature and importance of work instructions and Standard Operating Procedures (SOPs) is identified and workers are coached in their implications.

1.3 Work instructions and SOPS are written so that they comprehensively document the details required for competent performance.

1.4 Work instructions and SOPs are reviewed for accuracy.

1 Facilitate the ongoing implementation of the QA program in the workplace

1.5 Implementation of work instructions and operating procedures is monitored.

2 Monitor inspection and test records

2.1 Control and Critical Control Points in the HACCP program are identified.



2.2 Procedures for monitoring products and processes are identified and implemented (where appropriate).

2.3 Critical limits and the causes for product or process not conforming are identified.

2.4 Inspection and test records are monitored to verify product quality and to identify performance trends.

2.5 Descriptions of proposals to introduce improved processes or procedures are contained in status reports.

3.1 Procedures for taking corrective action are identified.

3.2 Corrective and preventative measures are implemented to prevent recurrence.

3.3 Procedures are devised or revised to support control measures.

3.4 Processes or conditions which could result in a breach of meat safety procedures are identified and corrective action is taken.

3 Respond to non-conforming product or processes

3.5 Process changes are introduced and controlled so that quality assurance requirements are accomplished.

4.1 Product sampling procedures are identified.

4.2 Post collection procedures are identified according to standard operating procedures.

4 Review product samples and test results

4.3 Test results are reviewed and responded to in accordance with workplace requirements.

5.1 Yield, wastage and productivity measures are calculated to determine performance outcomes.

5 Calculate yield, wastage and productivity indicators

5.2 Yield, wastage and productivity measures are compared with targets to determine variation of actual from planned performance.

6.1 Mathematical concepts associated with equipment calibration are used to determine adjustment to settings.

6 Calculate calibration adjustments

6.2 Calibration calculation is verified by checking the accuracy of the adjustment in the actual work performance.

REQUIRED SKILLS AND KNOWLEDGE



This describes the essential skills and knowledge required for this unit. Where bold italicised text is used, further information is detailed in the Range Statement.

• Apply appropriate mathematical concepts and measures. • Assemble product and process inspection, test and other quality data in prescribed format. • Calibrate equipment accurately and verify calibrations. • Communicate quality system and/or food safety system requirements clearly and precisely

to workers. • Determine and take corrective and preventative action. • Establish and manage relevant project teams to develop and implement or update the

necessary elements of the quality system and food safety system. • Explain actual and potential problems evident from trend analysis. • Explain and apply the HACCP principles and the process for developing a quality

assurance or food safety program. • Explain and apply workplace, regulatory and customer requirements critical to the

workplace’s operation and success. • Explain enterprise recall and traceability procedures. • Explain post collection procedures for handling samples. • Explain purpose of the HACCP development and review process. • Explain risks associated with samples and how they may be minimised. • Explain the actual/potential problems if SOPs or work instructions or their equivalent are

non-existent or not accurate. • Explain the data the enterprise uses to record performance. • Explain the document controls associated with a procedure change. • Explain the necessary scope of the quality system and food safety system to ensure the

above requirements are met. • Explain the purpose of calibrating equipment. • Explain the purpose of SOPs and work instructions. • Explain the sampling procedure. • Identify and apply relevant OH&S requirements. • Identify and describe implementation of a change in the process. • Identify causes of variation and non-conformance and explain appropriate course(s) of

action to rectify problems. • Identify critical limits for enterprise product or processes. • Identify the actual and potential risks associated with uncontrolled changes in procedures. • Interpret the resulting trends of product monitoring and testing. • Interpret the results and trends of process monitoring. • Monitor records and documentation for accuracy and compliance. • Monitor the accurate and timely recording of quality data. • Outline legal obligations of the enterprise and individuals for maintenance of the Quality

Assurance system. • Outline team requirements and team management processes or strategies. • Prepare process and product status reports recommending changes to improve processes

and procedures.



• Prepare reports using primary and summary data, and appropriate language. • Review communication systems (spoken and written) to minimise the potential for

misreporting and misunderstanding of food safety requirements, procedures and plans. • Use relevant communication skills. • Utilise available technology to record, manipulate, analyse and present or report data. • Verify calibrating calculations.



• abattoirs

• boning rooms







• supermarkets.

Standard Operating Procedures may relate to personal hygiene, food preparation and processing, pest control, waste disposal, cleaning, maintenance of premises, product recall, customer complaints, and calibration.

Reports may be complex, contain technical, mathematical and graphic information and be presented in standard formats according to enterprise and legal requirements.

Reporting may be according to statutory and workplace requirements and may involve a manual and/or electronic system. Reports and presentations may be spoken, written and supported by graphs, pictures, charts and tables of primary or summary data. Data will be presented in standard formats. Spread sheets may be used to record and manipulate data.

Sampling and testing may be conducted by external agencies.

Calculation should be related to typical workplace circumstances and be used in primary recording and summary documentation. Estimating techniques should be used to confirm the general accuracy of calculations. Calculations may be undertaken manually and/or with the aid of a calculator.

Calibrations will typically relate to measurements associated with weight, volume, temperature and length.

Mathematical concepts and measures may include trends, norms, variation from norms, percentages, decimal fractions, time series. Quality data including time series and trends may



be presented in tables and graphs.


• enterprise QA policy, practices and procedures



• QA requirements

• SOPs




• Export Control Orders




• requirements set out in AS 4696:2002 Australian Standard for Hygienic Production and Transportation of Meat and Meat Products for Human Consumption

• state regulations regarding meat processing.





⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms




Quality Assurance systems may incorporate food safety plans and programs. A food safety program systematically identifies the food safety hazards that may be reasonably expected to occur in all food handling operations of the food business. It identifies where and how each hazard can be controlled, describes how these controls are to be monitored, the corrective action required if control conditions are not met and information to be recorded. The food safety program must comply with relevant national, state and industry legislation and



regulations. Regulators may require the development of discrete food safety plans, rather than food safety plans embedded in the Quality Assurance system.




• empathising

















Competency must be demonstrated in terms of current regulatory requirements.

Context of and specific Assessment must involve a demonstration of skills in the



resources for assessment workplace.


• assignment


• simulation








MTMMP46C Develop and implement Quality Assurance program for a rendering plant – Volume IV


MTMMP46C Develop and implement Quality Assurance program for a rendering plant

Unit descriptor This unit covers the skills and knowledge required to develop and implement a Quality Assurance (QA) program for a rendering plant.


Application of the unit This unit is aimed at giving the trainee the skills and knowledge necessary to develop and implement a QA program in a rendering plant. Trainees should have access to or employment in the rendering sector. This must enable interaction between staff and the trainee and a detailed understanding of the rendering process.



1.1 Process flow chart is developed for rendering plant.

1.2 Control and critical control points are identified.

1.3 Procedures to be carried out at control and critical control points are identified.

1.4 Critical limits are validated.

1 Develop a QA program for rendering plant

1.5 Operations manual, monitoring sheets and verification procedures are developed.

2.1 QA procedures and requirements are clearly explained to relevant personnel.

2.2 Staff are coached and mentored in the introduction of work instructions and operating procedures.

2 Implement the QA program at the rendering plant

2.3 Verification and recording procedures are introduced and monitored.



2.4 Internal audit is conducted to verify program.


• Develop a QA program that meets regulatory and workplace requirements. • Develop an implementation plan. • Develop and document work instructions and Standard Operating Procedures (SOPs). • Establish and validate critical limits. • Explain the process flow chart for the rendering operation. • Form, instruct and lead a HACCP team. • Identify and observe OH&S requirements where applicable. • Identify corrective action. • Identify critical control points for QA monitoring. • Identify hazards. • Identify verification and validation procedures. • Implement the QA program. • Mentor staff implementing the procedures. • Prepare a HACCP chart for rendering operations. • Use relevant communication skills. • Verify the program using sampling, testing and auditing.

RANGE STATEMENT The range statement relates to the unit of competency as a whole. It allows for different work environments within the meat industry and situations that may affect performance. This includes any essential operating conditions that may be present with training and assessment depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts. Bold italics wording in the Elements and Performance Criteria, and Required Skills and Knowledge, is detailed below.











• QA requirements

• SOPs









⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms







• empathising



















QA programs developed must meet the requirements of current Australian Standards and relevant legislation.


Assessment can be conducted in actual or simulated environments.


• assignment


• simulation








MTMMP64C Specify beef product using AUS-MEAT language – Volume IV


MTMMP64C Specify beef product using AUS-MEAT language

Unit Descriptor This unit covers the skills and knowledge required to use AUS-MEAT language in defining beef specifications.

Satisfactory completion of assessment conducted by AUS-MEAT is required before an individual can gain AUS-MEAT Accreditation for Beef Boning Room Standards Officers.

People who have satisfactorily completed AUS-MEAT Accreditation for Beef Boning Room Standards Officers accreditation will have satisfied the requirements for this Unit of Competency.


Application of the unit This unit prepares workers to work with beef cuts, specifications and cutting lines.

Participants will be directly involved in demonstration and explanation of:

• achieving maximum yields and returns • basic anatomy • cutting lines • detecting and recording defects • product description • specifications and verification.



1.1 Directions on a carcase are described using the anatomical direction format.

1.2 Bones relevant to meat specifications in a beef skeleton are located and identified.

1 Identify anatomical features of a beef carcase

1.3 Major muscles relevant to meat specifications are identified.



1.4 Major glands and cartilage relevant to meat specifications are identified.

2.1 Nature and format of product specifications are identified.

2.2 Standardised cut descriptions are used and correctly spelt to name meat products

2.3 Major muscles that make up each meat cut are identified.

2.4 Correct cutting lines for each product are identified using the correct anatomical features to describe the cutting lines.

2 Identify and name meat products using the standard product description

2.5 What must be altered from any given meat product for it to comply with the company product specification is identified.

3.1 Beef product compliance with written specifications is checked and principles of Quality Assurance (QA) are described.

3.2 Sections of the workplace QA system related to ensuring beef product compliance are described to AUS-MEAT product description requirements.

3.3 Non-conforming product is defined and described in relation to workplace requirements.

3 Check beef product complies with written specifications

3.4 Critical control points are identified and monitored in accordance with workplace requirements.

4.1 Product compliance with written specifications is assessed in accordance with workplace and AUS-MEAT product description requirements.

4.2 Product description given in written specifications is identified and explained.

4 Assess product compliance

4.3 Corrective action is taken in the event of non-conformance to beef product specifications.

5.1 Cutting lines and muscle content is checked in accordance with written specifications.

5 Measure and check product compliance against written specifications 5.2 Non-conforming product that can be made to comply

with the specification is identified





• Apply relevant communication and problem-solving skills. • Demonstrate ability to work effectively as an individual and as a team member. • Explain corrective action procedures for non-conforming product. • Explain product specification points. • Identify and apply relevant OH&S requirements. • Identify and apply relevant workplace and regulatory requirements. • Identify and explain AUS-MEAT language specifications on beef product label. • Identify non-conforming product in accordance with specifications. • Take action to improve own work practice as a result of self-evaluation, feedback from



Muscles may include cuts from:

• forequarter (major)

• hindquarter (major)

Beef product may include: • muscle content

• points of specification

• product compliance

• product name.

Specifications may include: • approval system

• AUS-MEAT

• communication

• measurement

• technical accuracy.

Measurement and checking may include:

• data collection

• frequency

• interpreting data

• monitoring sheets

• non-conforming products

• sample size

• taking measurements.



• interpreting the needs of internal or external customers








Problem-solving skills may involve:

• applying a range of strategies in problem-solving



• testing assumptions and taking context into account

• using numeracy skills to solve problems.





⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms





• enterprise-specific requirements


• QA requirements














Overview of assessment

Assessment must be conducted against the relevant Australian Meat industry Standards and regulations

The meat industry has specific and clear requirements for evidence. A minimum of three forms of evidence is required to demonstrate competency in the meat industry. This is specifically designed to provide evidence that covers the demonstration in the workplace of all aspects of competency over time.





Competency must be demonstrated over time and under normal enterprise or production conditions.


Assessment must occur in the workplace under normal enterprise or production conditions.


• completion of standard AUS-MEAT assessment

• demonstration – snapshot of performance


• workplace referee report of performance over time.






MTMMP65C Specify sheep product using AUS-MEAT language – Volume IV


MTMMP65C Specify sheep product using AUS-MEAT language

Unit descriptor This unit covers the skills and knowledge required to use AUS-MEAT language in defining sheep specifications. This unit may also be used to specify goat product.

Satisfactory completion of assessment conducted by AUS-MEAT is required before an individual can gain AUS-MEAT accreditation for Sheepmeat Boning Room Standards Officers.

People who have satisfactorily completed AUS-MEAT Accreditation for Sheepmeat Boning Room Standards Officers accreditation will have satisfied the requirements for this Unit of Competency.


Application of the unit This unit prepares the workers to work with sheep cuts, specifications and cutting lines.






1 Identify anatomical features of a sheep carcase

1.2 Bones relevant to meat specifications in a sheep skeleton are located and identified











3.1 Sheep product compliance with written specifications is checked and principles of Quality Assurance (QA) are described.

3.2 Sections of the workplace quality assurance system related to ensuring sheep product compliance are described to AUS-MEAT product description.


3 Check sheep product complies with written specifications


4.1 Product compliance with written specifications is assessed in accordance with workplace and AUS-MEAT product description requirements.



4.3 Corrective action is taken in the event of non-conformance to sheep product specifications.







• Apply relevant communication and problem-solving skills. • Demonstrate ability to work effectively as an individual and as a team member. • Explain corrective action procedures for non-conforming product. • Explain product specification points. • Identify and apply relevant OH&S requirements. • Identify and apply relevant workplace and regulatory requirements. • Identify and explain AUS-MEAT language specifications on sheepmeat product label. • Identify non-conforming product in accordance with specifications. • Take action to improve own work practice as a result of self-evaluation, feedback from




• forequarter (major)

• hindquarter (major)

Sheep product may include: • muscle content



• product name.


• AUS-MEAT

• communication

• measurement



• data collection

• frequency




• sample size


Communication skills may • applying numeracy skills to workplace requirements



include: • interpreting the needs of internal or external customers
















⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms







• QA requirements




Regulatory requirements • Export Control Act



may include: • hygiene and sanitation requirements



















Assessment practices should take into account any relevant language or cultural issues related to Aboriginality, gender, or language backgrounds other than English. Language and literacy demands of the assessment task should not be higher



than those of the work role.



MTMMP66C Specify pork product using AUS-MEAT language – Volume IV


MTMMP66C Specify pork product using AUS-MEAT language

Unit descriptor This unit covers the skills and knowledge required to use AUS-MEAT language in defining pork specifications.

Satisfactory completion of assessment conducted by AUS-MEAT is required before an individual can gain AUS-MEAT accreditation for Pork Boning Room Standards Officers.

People who have satisfactorily completed AUS-MEAT Accreditation for Pork Boning Room Standards Officers accreditation will have satisfied the requirements for this Unit of Competency.


Application of the unit This unit prepares the workers to work with pigmeat cuts, specifications and cutting lines.






1.2 Bones relevant to meat specifications in a pork skeleton are located and identified.

1 Identify anatomical features of a pork carcase











3.1 Pork product compliance with written specifications is checked and principles of Quality Assurance (QA) are described.

3.2 Sections of the workplace QA system related to ensuring pork product compliance are described to AUS-MEAT product description.


3 Check pork product complies with written specifications


4.1 Product compliance with written specifications is assessed in accordance with workplace requirements and AUS-MEAT product description.



4.3 Corrective action is taken in the event of non-conformance to pork product specifications.








• Apply relevant communication and problem-solving skills. • Demonstrate ability to work effectively as an individual and as a team member. • Explain corrective action procedures for non-conforming product. • Explain product specification points. • Identify and apply relevant OH&S requirements. • Identify and apply relevant workplace and regulatory requirements. • Identify and explain AUS-MEAT language specifications on pork product label. • Identify non-conforming product in accordance with specifications. • Take action to improve own work practice as a result of self-evaluation, feedback from




forequarter (major)

hindquarter (major)

Pork product may include: • muscle content



• product name.


• AUS-MEAT

• communication

• measurement



• data collection

• frequency




• sample size






















⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms







• QA requirements
































MTMMP69C Lead communication in the workplace – Volume IV


MTMMP69C Lead communication in the workplace

Unit descriptor This unit covers the skills and knowledge required to lead and promote effective communication in the workplace. It includes the skills and knowledge required for effective written and verbal communication.


Application of the unit This unit is applicable to supervisors, technical experts or managers in meat establishments in the meat retail, smallgoods, meat processing and food service sectors producing meat and meat products for domestic and export markets.



1 Engage in complex verbal communication

1.1 Group processes are facilitated and monitored to support group objectives.

1.2 One-to-one interaction with team members is provided to achieve effective support.

1.3 Work instructions are explained to others.

1.4 Work requirements and expectations are negotiated with others.

1.5 Negotiation skills are used as appropriate.

1.6 Conflict resolution techniques are used as appropriate.

1.7 Problem-solving and decision making techniques are used as appropriate.

2 Read complex text 2.1 Written information is read, analysed and used to assist in overseeing workplace performance.



2.2 Technical information from written source is used to examine and introduce new procedures and approaches to improve workplace performance.

3 3.1 Routine and specialist reports are consolidated and summarised to convey key points.

Prepare written information for a range of audiences and applications 3.2 Procedures and instructions related to existing and

new functions and tasks are written for others to follow and implement.


• Analyse written information from a variety of sources to assist with decision-making process.

• Convey information, which may be complex or technical or involve a change to a familiar process, to people who may not have a technical background.

• Convey workplace information, such as work instructions, in a way that facilitates learning by others.

• Demonstrate conflict-resolution techniques. • Demonstrate participative problem-solving techniques to resolve workplace problems. • Demonstrate techniques to check that information has been understood. • Explain and demonstrate communication styles relevant to conveying information to

employees from a range of social, cultural and ethnic backgrounds. • Explain the purpose of feedback and outline forms of feedback suitable for the workplace. • Explain the purpose of reports and other documentation used in the work area. • Identify and observe OH&S requirements where applicable. • Identify and observe regulatory and workplace requirements where relevant. • Locate and extract relevant information from technical documentation. • Outline the roles and expectations of customers, suppliers and participants in the work

process. • Prepare reports in a range of formats and language styles suitable for the audience. • Resolve or progress issues in complex and/or hostile environments. • Select and organise relevant routine information to:

⎯ clarify or explain issues or problems

⎯ offer suggestions for improvement

⎯ provide opinions. • Use facilitation skills to ensure participation from all group members. • Utilise available information and communications technology to facilitate communication.

RANGE STATEMENT



The Range Statement relates to the Unit of Competency as a whole. It allows for different work environments within the meat industry and situations that may affect performance. This includes any essential operating conditions that may be present with training and assessment depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts. Bold italics wording in the Elements and Performance Criteria, and Required Skills and Knowledge, is detailed below.


• abattoirs

• boning rooms







• supermarkets.

Groups may be informal work groups or formal committees.

Negotiations may involve complex coordination of human and material resources and can involve both internal and external customers and suppliers.

Where conflicts are unable to be resolved they may be referred to management and/or the industrial parties.

Problem-solving may include:

• counselling on work performance undertaken with the involvement and support of more senior management. In a micro operation (such as retail operations) the manager, owner or operator may be involved

• discussion and resolution of issues undertaken with support from more senior management. In a micro operation (such as retail operations) the manager, owner or operator may be involved in the resolution process. In micro businesses external facilitators may be consulted.

Written information may include:

• graphs, charts and tables

• industry publications

• manuals

• newsletters

• notices from government and regulatory bodies

• orders

• procedures and instructions

• relevant legislation and award provisions, eg OH&S legislation, award provisions relating to conditions of employment, training, affirmative action and equal opportunity legislation

• status reports



• supplier correspondence and contracts.

Audiences for information may include customers, suppliers, management and/or workers.

Communication may be spoken, written, non-verbal and include the use of signs, signals, symbols and pictures, and require the interpretation and sensitive handling of non-verbal and visual clues and cues.

Reporting will be according to statutory and workplace requirements and may involve manual and/or electronic systems. Reports and presentations may be spoken, written and supported by graphs, pictures, charts and tables.





⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms




















Technology may include information and communication technologies such as diaries and organisers, computerised equipment, personal computers, on-line services, telephone, fax, and automated machinery and robotic equipment.







Competency needs to be demonstrated while exercising suitable levels of authority in the workplace.


Assessment must occur, at least in part, in the workplace under normal working conditions.




• assignment


• simulation







MTMMP70C Participate in OH&S risk control process – Volume IV


MTMMP70C Participate in OH&S risk control process

Unit descriptor This unit covers the skills and knowledge required to participate in the reduction of OH&S risks in a meat processing plant.


Pre-requisite unit MTMMP4C Follow safe work policies and procedures.

Application of the unit This unit is applicable to supervisors or those with OH&S responsibilities in abattoirs, boning rooms, knackeries, game processing plants, smallgoods plants, food services operations, wholesale and retail operations.



1.1 Group processes are facilitated to identify potential OH&S hazards.

1.2 Workplace inspections are participated in to identify potential hazards as appropriate.

1.3 Reporting obligations are fulfilled.

1 Participate in workplace inspections

1.4 Risk control processes are implemented.

2.1 Risk assessment processes are participated in.

2.2 Hazards are controlled in accordance with hierarchy of controls.

2.3 Workplace procedures for dealing with hazardous events are initiated.

2 Participate in OH&S risk control process

2.4 Information is provided to relevant parties in line with action or is reported to designated personnel.

3 Monitor implementation of safe work practices

3.1 Compliance with safe work practices is demonstrated by example.



3.2 Safe work performance by employees is monitored.

3.3 Safe work practices are implemented in accordance with regulatory requirements.

4.1 Changes to work procedures or Standard Operating Procedures (SOPs) are developed in line with outcomes of risk control processes and regulatory requirements.

4.2 Employees are consulted in relation to the development of safe work practices.

4 Assist development of safe work practices

4.3 Employee understanding of safe work procedures on- the-job is reinforced.

5.1 Organisational procedures for consultation over OH&S issues are implemented and monitored to ensure that all members of the work group have the opportunity to contribute.

5.2 Issues raised through consultation are dealt with and resolved promptly or referred to the appropriate personnel for resolution in accordance with workplace procedures.

5 Contribute to participative arrangements for the management of OH&S

5.3 Outcomes of consultation over OH&S issues are made known to the work group promptly.

6 Contribute to workplace rehabilitation program as appropriate

6.1 Contributions are made to workplace rehabilitation programs in accordance with rehabilitation co-ordinator’ and/or rehabilitation providers’ requirements.


• Demonstrate participative problem-solving techniques to identify and resolve OH&S issues.

• Describe procedures for reporting hazards, accidents and incidents. • Explain risk management principles. • Identify and apply extent of responsibility. • Identify and apply relevant OH&S and workplace requirements. • Identify and demonstrate safe work practices associated with work tasks. • Identify OH&S hazards in the workplace. • Identify relevant hazard control equipment and explain function, safe operation,

maintenance and storage requirements. • Outline process for developing and altering work procedures or SOPs.



• Use facilitation skills to ensure participation from all group members. • Use relevant communication skills.













⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms








• SOPs




• work instructions

Hazard control equipment may include:

• dust extractors

• machine guards

• mechanical aids

• acoustic insulation

• PPE.




• empathising



















Competency must be demonstrated while exercising an appropriate level of involvement in the risk control process.


Assessment must include demonstration of competence in a meat establishment.


• assignment


• simulation








MTMMP72C Facilitate hygiene and sanitation performance – Volume IV



Unit descriptor This unit covers the skills and knowledge required to monitor the hygiene and sanitation performance of a plant.


Pre-requisite unit MTMMP2C Apply hygiene and sanitation practices.

Application of the unit This unit is applicable to supervisors or those with responsibilities overseeing hygiene and sanitation in meat processing establishments such as Quality Assurance (QA) officers and meat safety officers. It is applicable to meat processing, wholesaling, smallgoods and retailing operations.



1.1 Hygiene and sanitation, statutory and workplace requirements are explained to other workers to assist their workplace performance.

1 Interpret statutory and workplace requirements relating to hygiene and sanitation

1.2 Employer and employee rights, responsibilities and obligations are implemented in achieving hygiene and sanitation compliance.

2.1 Hygiene and sanitation are monitored to workplace and statutory requirements to verify compliance.

2.2 Situations requiring action to improve hygiene and sanitation compliance are reported as part of the continuous improvement process.

2 Monitor hygiene and sanitation performance

2.3 Results of process and product monitoring are evaluated for their impact on hygiene and sanitation.

3 Respond to hygiene and sanitation problems

3.1 Hygiene and sanitation issues are investigated according to established processes and procedures to achieve resolution of the problem under examination.



3.2 Recommended action arising from the investigation is followed up and reported to ensure reinforcement and documentation of the outcomes.

4.1 Results of microbiological testing are analysed in terms of regulatory and workplace requirements.

4 Evaluate results of microbiological testing

4.2 Corrective action is taken in response to microbiological results when required by workplace and regulatory requirements.


• Define the problem to be investigated. • Demonstrate understanding and application of HACCP systems. • Describe the regulatory and commercial implications of inadequate control of hygiene and

sanitation. • Evaluate the problem. • Explain and monitor workplace hygiene and sanitation policies, practices and procedures. • Explain company processes and procedures to conduct a hygiene and sanitation

investigation. • Explain employer and employee rights, responsibilities and obligations regarding hygiene

and sanitation. • Explain the purpose of hygiene and sanitation monitoring. • Explain the statutory requirements related to the site at which the person is employed. • Follow up post-investigation issues. • Identify action required to strengthen hygiene and sanitation compliance. • Identify and apply OH&S requirements. • Implement the monitoring procedures. • Plan approach to the investigation. • Report monitoring outcomes. • Report outcomes of the investigation. • Use techniques for individual and team resolution of the problem. • Use relevant communication skills.


Hygiene and sanitation • relevant government regulations



requirements may include: • workplace requirements.

Statutory requirements may include relevant hygiene and sanitation, environmental and food safety legislation, and workplace policy, practices and procedures.

Documentation may typically include status reports and technical manuals.











• QA requirements

• Standard Operating Procedures (SOPs)







⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms




Reporting will be according to statutory and workplace requirements and may be in manual and/or electronic systems.






• empathising

















Competency is demonstrated when taking an appropriate level of responsibility for the implementation of hygiene and sanitation SOPs.


Assessment should involve analysis of real or dummy data for a meat processing operation.




• assignment


• simulation








MTMMP76C Conduct statistical analysis of process – Volume IV


MTMMP76C Conduct statistical analysis of process

Unit descriptor This unit covers the skills and knowledge required to collect and analyse statistical information relating to meat processing.


Application of the unit This unit is applicable to managers and Quality Assurance (QA) personnel who are required to analyse monitoring and verification data of a meat production process.



1.1 Samples from a process line are selected.

1.2 Statistical calculations on a sample are conducted.

1 Collect and analyse statistical data drawn from the workplace

1.3 Relevant graphs and charts are prepared.

2 Use statistical analysis to verify the process

2.1 Trends and cyclic patterns of control graphs are identified and analysed.


• Apply statistical information to the analysis and verification of a process. • Calculate simple statistical measures. • Cooperate with monitors to ensure data is accurate and provided on time. • Demonstrate an ability to use a range of information and communications technology and

software, including statistics management and analysis programs. • Demonstrate an ability to conduct trend analysis of meat processing data. • Explain the verification process using statistical data. • Identify and apply relevant OH&S, regulatory and workplace requirements. • Perform basic statistical calculations on data from samples drawn from the workplace. • Prepare control graphs and use charts as relevant.



• Prepare reports on the outcomes of the statistical analysis of monitoring data. • Use and explain simple statistical measures such as mean, range, frequency, mode,

median. • Use relevant communication skills.


Statistical analysis may be carried out on product and/or process characteristics.





⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms















• QA requirements

• standard operating procedures



The type of statistical measures applied may include simple averaging (mean), range, frequency (mode), and middle (median) through to analysis for trends, control charts and perhaps regression analysis or statistical tests of variability, but these are unusual.




• empathising















All assessment must be conducted against Australian meat



industry standards and regulations.


Assessment must involve the analysis of a range of process and product verification data.


Assessment can use either real or simulated data.


• assignment

• debrief


• simulation








MTMMP77C Participate in product recall – Volume IV


MTMMP77C Participate in product recall

Unit descriptor This unit covers the skills and knowledge required to initiate and participate in a product recall.


Application of the unit This unit is applicable to plant managers, Quality Assurance (QA) personnel, managers and marketing personnel who have a role in implementing a product recall.



1 Participate in decision about disposition

1.1 Decision is made in relation to whether product is recalled according to workplace and product specifications.

2.1 Criteria for a product recall are identified according to product specifications and workplace requirements.

2.2 Product to be recalled is identified and traced according to product specifications and workplace requirements.

2.3 Individuals or groups involved in a product recall are identified and their role described.

2.4 Steps in recall are identified and described.

2.5 Product development is reviewed in consultation with those responsible.

2 Simulate a product recall

2.6 Manufacturing methods and quality control methods are reviewed to prevent problems re-occurring.




• Complete records of simulated product recall exercise and review for improvements to the recall procedure.

• Demonstrate ability to use communications technology such as computers and telephones to facilitate product recall.

• Demonstrate ability to identify and implement the procedure for a product recall. • Describe the steps involved in implementing a product recall. • Explain the reasons and procedures for initiating a product recall. • Identify and apply relevant OH&S and regulatory requirements. • Identify records of product identification and traceability and use them for trace forward. • Use relevant communication skills.



• Enterprise-specific procedures


• QA requirements








⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms
















• empathising



















Competency must be demonstrated when utilising a documented product recall procedure and realistic data.


Assessment can be based on participation in a comprehensive simulation.


• assignment


• simulation






MTMMP79C Participate in ongoing development and implementation of a HACCP and Quality Assurance system – Volume IV

© Commonwealth of Australia 2007 Page 149 MTM07 Australian Meat Industry Training Package To be reviewed by March 2010

MTMMP79C Participate in ongoing development and implementation of a HACCP and Quality Assurance system

Unit descriptor This unit covers the skills and knowledge required to develop and manage a HACCP-based Quality Assurance (QA) Program.


Application of the unit This unit is applicable to QA personnel and supervisors who are responsible for developing and/or implementing a HACCP-based QA system in a meat establishment.



1.1 Relevant staff members and management are involved to clarify the purpose and scope of the program.

1.2 Enterprise needs and expectations are clearly defined.

1 Involve management and staff in developing the quality system

1.3 Other systems, such as AUS-MEAT, OH&S and meat inspection are incorporated into the system as appropriate to the workplace needs.

2.1 Scope of the HACCP-based quality system is defined to encompass food safety, quality, regulatory compliance, animal welfare and preventative maintenance.

2.2 System is directed to prevent and control food safety hazards and any other hazards such as product quality and OH&S hazards.

2 Establish the scope of the system

2.3 Agreement is sought from relevant areas of the workplace on the coverage and scope of the system.

3 Conduct hazard analysis and assessment

3.1 Every step in the production process is assessed for potential food safety hazards.



3.2 Critical Control Points (CCPs) are established to identify where each significant hazard can be prevented or controlled.

3.3 Critical limits are established for each CCP.

3.4 A measurable or recognisable standard is assigned for each CCP to define the critical limits.

3.5 Critical limits are technically and scientifically validated.

4.1 All products and processes covered by the HACCP-based quality system are described in a standardised format defining product characteristics relevant to food safety.

4.2 Work instructions and Standard Operating Procedures (SOPs) are reviewed for accuracy, relevance and sufficiency to prevent potential hazards.

4.3 Documented procedures for monitoring CCPs are implemented.

4.4 Documented procedures which ensure any CCPs which are out of control are brought back into control, and affected product is suitably handled, are implemented.

4.5 Documented procedures are implemented to ensure the whole HACCP system is regularly audited and verified as working effectively.

4 Ensure all documents, work procedures and processes required for the system are developed, available and in use

4.6 All documents and records required for the system are available, up-to-date and in use.

5.1 HACCP plans are routinely revised, verified and validated to reassess hazards, CCPs, critical limits, microbiological and other testing methods and all related procedures of the HACCP system to ensure they are still appropriate to the plant’s operations and products.

5.2 Follow up on audit findings is taken and recorded.

5 Audit, verify and validate the system

5.3 HACCP system is reviewed to take account of any process or product changes.


• Conduct monitoring of a CCP.



• Demonstrate effective use of communications technology such as computers, as relevant to the task.

• Describe the process of auditing and verifying a HACCP-based QA system. • Develop and implement changes in a HACCP-based QA system. • Explain the objectives of a HACCP-based QA system. • Explain the process for validating critical limits and CCPs. • Explain the role of pre-requisite programs and Good Manufacturing Processes (GMPs) in a

HACCP-based program. • Identify and apply relevant OH&S, regulatory and workplace requirements. • Identify the documentation required to support a HACCP-based QA system. • Outline the steps in the development of a HACCP-based QA system. • Outline the steps in the systematic introduction of a HACCP-based QA system. • Record and analyse monitoring and verification data. • Use relevant communication skills. • Validate CCPs and critical limits.


Product may include: • carcase

• carton meat

• offal

• pet meat

• rendered product.





⎯ coat and apron



⎯ head-wear


⎯ mesh apron






⎯ uniforms






• importing country requirements




Workplace requirements will include:

• approved arrangements



• QA requirements

• SOPs





• empathising



















Competency must be demonstrated in part in the workplace, utilising an existing approved HACCP plan.


Assessment must involve working with actual realistic data and in the context of a HACCP plan that meets regulatory requirements.


• assignment

• debrief


• simulation








MTMMP81C Maintain abattoir design and construction standards – Volume IV


MTMMP81C Maintain abattoir design and construction standards

Unit descriptor This unit covers the skills and knowledge required to assess the suitability of abattoir design and construction.


Application of the unit This unit is applicable to those who review and approve abattoir designs. It will also be applicable to those whose responsibilities include planning new meat establishments or extensions to existing plants.



1.1 Identify workplace production requirements.

1.2 Site suitability for a meat processing establishment is assessed in terms of meeting all regulatory requirements.

1 Assess a proposed site for a meat processing plant

1.3 Factors that will affect all key stakeholders in the site are identified.

2.1 All regulatory requirements (and importing country requirements where relevant) for the design and construction of meat processing establishments are identified and applied to the design.

2.2 Statutory and practical requirements for Quality Assurance (QA), animal welfare, OH&S, and hygiene and sanitation are identified and applied to the design.

2 Assess the design and construction of a proposed meat processing establishment

2.3 Design is assessed in terms of achieving an effective and efficient product flow and separation of edible and inedible products.





• Assess plans for a meat processing establishment against regulatory requirements. • Consult with relevant stakeholders to ensure all requirements are addressed. • Demonstrate ability to work effectively as an individual and as part of a team. • Describe the layout, operation and product flow of a range of meat processing

establishments. • Identify and apply relevant workplace requirements. • Identify and explain quality principles in relation to cleaning and repair of plant and

equipment. • Identify elements of production process design that demonstrate efficient, hygienic and

practical production procedures for edible and inedible products. • Interpret flow charts and plans relating to the design and construction of meat processing

plants. • List relevant statutory requirements for design and construction of abattoirs to meet

hygienic production, OH&S and animal welfare requirements. • List the critical points in meat processing establishments that relate to design. • Prepare reports relevant to the task. • Take action to improve work performance as a result of self-evaluation, feedback from

others and in response to changed work practices or technology. • Use relevant communication skills.









Stakeholders may include: • Australian Quarantine and Inspection Service (AQIS)

• Environmental Protection Authority (EPA)

• health departments

• local councils

• ‘market’

• state meat authorities



• utility authorities.




• QA requirements








⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms







• empathising



















Plans are assessed in simulated situations but must be assessed against current legislation and codes.


Assessment must be undertaken utilising realistic plans for slaughtering or boning facilities.


• assignment

• debrief


• simulation










MTMMP82C Collect evidence for prosecution – Volume IV


MTMMP82C Collect evidence for prosecution

Unit descriptor This unit covers the skills and knowledge required to collect evidence for a prosecution. Assessment for this unit may be conducted using simulated breaches of legislation.


Application of the unit This unit is applicable to those employed by regulatory authorities who may in the course of their duties be required to collect evidence for a prosecution.



1.1 Regulatory requirements related to prosecution are identified.

1.2 Potential breaches of legislation are identified.

1 Collect evidence for prosecution

1.3 Evidence related to alleged breaches is collected.

2 Secure evidence for prosecution

2.1 Evidence in relation to breaches is secured in accordance with regulatory requirements.

3 Report alleged breaches to appropriate authority

3.1 Alleged breaches are reported to the appropriate authority.

4 Prepare reports in relation to alleged breaches

4.1 Reports are prepared in relation to alleged breaches in accordance with regulatory requirements.

5 Give evidence on alleged breaches to relevant parties

5.1 Evidence is given to relevant parties in accordance with regulatory requirements.

REQUIRED SKILLS AND KNOWLEDGE This describes the essential skills and knowledge, required for this unit. Where bold italicised text is used, further information is detailed in the Range Statement.

• Collect and analyse evidence in relation to potential or actual breaches of the legislation.



• Demonstrate ability to work efficiently as a team or individually. • Describe the categories of prosecution. • Explain methods of securing evidence of alleged breaches. • Identify and apply relevant OH&S and workplace requirements. • Identify and explain regulatory requirements related to prosecution. • Identify material to be included in reports in accordance with regulatory requirements. • List and describe methods of collecting evidence in relation to potential or actual breaches. • List and explain potential breaches of legislation. • List authorities to whom alleged breaches should be reported. • Prepare reports relating to alleged breaches using styles, language and formats appropriate

to the purpose and audience. • Present evidence orally and in required written format, for potential or actual breaches of

legislation. • Use relevant communication skills. • Utilise appropriate information and communications technology in the collection and

preparation of evidence.


Evidence may include: • labels, tags, registers, product information, and other workplace documents

• mathematical information

• oral and written information

• photographs, sketches and diagrams

• samples

• technical information.

Prosecution may arise from: • contaminants or residues

• hygiene or public health issues

• substitution and mislabelling.










Appropriate authority may include:

• Australian Quarantine Inspection Service (AQIS)

• State Health Departments

• State Meat Authorities.

Reports may: • be from a range of sources

• be oral or written

• be presented in standard formats

• include technical and mathematical language

• include technical data, concepts and complex information.





⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms














• empathising



















Competency must be demonstrated in terms of specific legislation eg Export Control Act.


Assessment can be undertaken in the context of simulated breaches.


• assignment

• debrief


• simulation










MTMMP83C Establish sampling program – Volume IV


MTMMP83C Establish sampling program

Unit descriptor This unit covers the skills and knowledge required to establish a sampling program in a meat processing plant.


Application of the unit This unit is applicable to Quality Assurance (QA) personnel and regulatory officers required to:

• establish a sampling plan for testing or monitoring meat and meat products

• prepare aseptic samples for testing • report on testing results.



1.1 Sampling tables from AS 1199.1-2003 and AS 1199.0-2003 are recognised and used.

1.2 Items and purpose of sampling are determined.

1.3 Acceptable quality levels are determined in accordance with relevant Australian Standards.

1.4 Sampling plans are determined.

1.5 Sampling is conducted according to workplace requirements.

1.6 Test results are recorded and monitored.

1 Establish and implement a valid sampling plan

1.7 Test results are interpreted and reported to relevant personnel.




• Apply mathematical skills to a level required to undertake accurate sampling. • Demonstrate ability to work effectively as an individual and as part of a team. • Demonstrate aseptic sampling techniques (for micro-sample or swabs). • Describe the routine tests performed on meat or meat products in the plant. • Establish a sampling plan according to relevant Australian Standards. • Identify and apply relevant OH&S, regulatory and workplace requirements. • Identify and explain the requirements of relevant Australian Standards. • Outline the preparation and analysis of specimens or samples. • Record sampling information accurately to meet workplace and regulatory requirements. • Report test results promptly to relevant personnel. • Take action to improve work performance as a result of self-evaluation, feedback from

others, or in response to changed work practices or technology. • Use relevant communication skills. • Utilise available workplace technology to establish, record and monitor sampling program

data.


Sampling plans may include: • a range of sampling points

• a range of tests and procedures

• different products or materials

• test methods or procedures which may be developed to meet enterprise and/or regulatory or certification requirements.

Sampling may include: • selecting carcases to visually inspect

• selecting carcases, meat or food contact surfaces to take micro-swabs

• selecting cartons to visually inspect.

Reports may: • be presented orally or in writing in standard formats

• be recorded and stored electronically or manually

• contain complex information from several sources

• include mathematical information

• include technical, mathematical and workplace language.

Mathematical information and operations may relate to:

• deviations, norms, variations, acceptable limits and tolerances

• digital or analogue controls, dials, measures



• frequency

• test results and readings, monitoring data.





⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms














• QA requirements




Enterprise recording systems may be electronic or manual.




• empathising



















Competency has to be demonstrated using the current Australian Standard and implementing an approved workplace procedure.


Assessment must involve a demonstration of skills at a meat processing plant or related work situation.


• assignment


• simulation










MTMMP84C Oversee humane handling of animals – Volume IV


MTMMP84C Oversee humane handling of animals

Unit descriptor This unit covers the skills and knowledge required to oversee the handling of animals in lairage by a range of company personnel and/or government inspection staff to meet regulatory requirements.


Application of the unit Ensuring animals are handled humanely is the responsibility of both regulatory authorities and the companies involved. This unit is therefore applicable to meat safety officers, lairage supervisors and Quality Assurance (QA) officers in meat establishments.



1.1 Animal welfare requirements are identified in legislation, regulation and workplace procedures.

1.2 Handling of animals is overseen in accordance with workplace and regulatory requirements.

1 Oversee the humane handling of animals

1.3 Procedures for minimising stress and preventing injury are monitored.

2.1 Facilities, equipment and people handling animals are managed in accordance with workplace and regulatory requirements.

2 Oversee facilities, equipment and people involved with the handling of animals

2.2 Bruising and/or hide or pelt damage data is monitored and corrective action is taken where appropriate.

3 Handle contingencies 3.1 Handling of sick or injured stock is overseen in accordance with workplace and regulatory requirements.



3.2 Handling of wild or uncooperative animals is overseen in accordance with workplace and regulatory requirements.


• Demonstrate ability to work effectively as an individual and as part of a team. • Ensure bruising and/or hide or pelt damage due to livestock handling is minimised. • Ensure stock handlers remain calm and are not injured or put at risk of injury. • Ensure stress in animals is minimised through correct handling. • Explain regulatory and workplace requirements for the humane handling of animals. • Explain the consequence of incorrect animal handling techniques. • Explain why correct animal handling helps ensure that meat attains an acceptably low

ultimate pH (ie high pH meat, caused by stressed animals and depleted glycogen stores, is avoided).

• Identify and apply relevant OH&S requirements. • Identify and explain animal welfare regulations. • Identify strategies to minimise stress to livestock. • Monitor the handling of livestock to ensure it occurs without injury to animal or worker. • Plan the movement of stock to meet production requirements and minimise stress. • Take action to improve work performance as a result of self-evaluation, feedback from

others, or in response to changed work practices or technology. • Use relevant communication skills.



• abattoirs

• knackers yards

• saleyards.

Animals may include: • all ages, species and breeds of livestock handled in an establishment for slaughter

• livestock of various temperaments from very tame to wild

• livestock unused to human contact or any handling procedures.

Handling of animals applies to all activities up to and including the knocking box or where



live animals are killed.









• domestic and importing country animal welfare codes, guides and legislation


• federal and state regulations regarding meat processing or animal welfare









⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms







• empathising



















Competency must be demonstrated against the current animal welfare codes and regulations.


Assessment must be conducted in working stockyards.


• assignment


• verified work log









MTMMP87C Inspect game meat – Volume IV


MTMMP87C Inspect game meat

Unit descriptor This unit covers the skills and knowledge required to inspect field-shot game meat during processing.


Application of the unit This unit is only applicable to those inspecting field-shot game carcases in a processing plant.



1.1 Animal habitat is identified to workplace requirements.

1 Describe game meat classification requirements

1.2 Game meat is identified and classified in accordance with workplace and regulatory requirements.

2.1 Differences between game and non-game species are identified.

2.2 Structure, locations and function of varying body systems are identified.

2 Identify distinguishing characteristics and features of game and animals

2.3 Organoleptic or sensory differences between game and non-game animals are identified.

3.1 Game meat is inspected in accordance with regulatory requirements, hygiene and sanitation, and OH&S standards.

3.2 Abnormalities in game meat are detected and identified.

3.3 Major diseases and defects of game are identified.

3 Inspect game meat

3.4 Carcase parts and organs are examined during inspection, according to workplace and regulatory requirements.



3.5 Dispositions are made according to regulatory and workplace requirements.

3.6 Reporting and recording requirements are completed.


• Access and explain regulatory requirements for game meat inspection. • Complete mathematical operations required to calculate or establish regulatory

compliance. • Define the requirements to enable animal or carcase to be classified as game. • Explain the basic structure of game animals. • Identify abnormalities or diseases in game meat. • Identify and apply relevant OH&S requirements. • Identify and explain the regulatory requirements for handling game meat. • Identify appropriate learning resources useful when working with unfamiliar species. • Identify distinguishing characteristics and features between the game and non-game

animal. • Identify sources of contamination and take corrective action. • Inspect game meat in accordance with workplace and regulatory requirements. • List and describe major diseases and defects of game. • List the main game meat animals. • Take action to improve work performance as a result of self-evaluation, feedback from

others, or in response to changed work practices or technology. • Use relevant communication skills. • Work with processing team to ensure carcases are presented correctly and in a timely

manner.


Game meat may include: • feral pigs

• kangaroos

• wallabies

• any other game-shot animal










• domestic and importing country requirements







Reporting and recording may:

• be oral, written (with accurate transcription)

• be manual or electronic

• be complex and contain information from a range of sources

• include graphs, tables, charts, diagrams

• include technical workplace and mathematical language and data.

Mathematical operations may include:

• acceptable limits, tolerances, out-of-specification performance, trends

• calculation

• estimation

• measurement and interpretation, and relate to time, temperature, moisture humidity, ratios, percentages, weight, mass, or volume

• the use of calculators or electronic aids.





⎯ coat and apron



⎯ head-wear


⎯ mesh apron






⎯ uniforms







• empathising



















Competency need only be demonstrated on the inspection of one game species.


Assessment must occur (at least in part) utilising field-shot game carcases.


• assignment


• simulation







MTMMP88C Inspect poultry – Volume IV


MTMMP88C Inspect poultry

Unit descriptor This unit covers the skills and knowledge required to inspect poultry.


Application of the unit This unit is applicable to meat inspection and Quality Assurance (QA) staff responsible for performing ante-mortem and post-mortem inspection of poultry.



1.1 Anatomical characteristics of poultry are identified.

1.2 Signs of common conditions and defects are identified.

1.3 Dispositions are made according to regulatory and workplace requirements.

1.4 Major exotic and notifiable diseases affecting poultry and their signs and symptoms are identified.

1.5 Appropriate steps are initiated, if suspect birds are identified, according to workplace and regulatory requirements.

1 Identify conditions of poultry


2.1 Relevant Australian Standards for poultry processing are identified.

2.2 Hygiene and sanitation requirements for each step in processing are identified.

2 Identify relevant necessary processing standards

2.3 QA arrangements including monitoring and auditing requirements are identified.




• Apply mathematical operations where necessary to establish regulatory compliance. • Describe procedures for reporting exotic or notifiable diseases in poultry. • Describe steps in poultry processing. • Describe symptoms of exotic or notifiable diseases. • Identify and apply relevant OH&S and workplace requirements. • Identify and describe the QA programs operating in poultry plants. • Identify and explain basic anatomical structure of poultry. • Identify and use relevant workplace information and documentation. • Identify major food safety hazards in each step of poultry processing. • Identify relevant regulatory requirements including Australian Standards and access the

various requirements for the processing of poultry. • Identify sources of repeated contamination and work with processing team to rectify the

problem. • Identify specific hygiene and sanitation requirements for poultry processing. • Identify symptoms and signs of exotic or notifiable diseases. • List major diseases and defects found in poultry. • Perform poultry inspection in accordance with regulatory and workplace requirements. • Report exotic or notifiable diseases promptly, accurately and clearly. • Use relevant communication skills. • Work with processing team to inspect poultry and identify suspect birds in an efficient and

timely manner.


Poultry may include a range of different breeds and species.








• requirements set out in AS 4465-2006 Construction of premises and hygienic production of poultry meat for human consumption.






• QA requirements












• calculation

• estimation


• processes which may be undertaken using a calculator or electronic aids.





⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms






Workplace information and documentation may include specifications, status reports, audit reports, monitoring data.




• empathising










writing to audience needs







Competency should be demonstrated against current Australian Standards and regulations.




Assessment should in part utilise poultry carcases and actual examples of pathology.


• assignment

• debrief


• simulation

• verified work log







MTMMP89C Inspect ratites – Volume IV


MTMMP89C Inspect ratites

Unit descriptor This unit covers the skills and knowledge required to inspect emus and ostriches.


Application of the unit This unit is applicable to meat safety and Quality Assurance (QA) officers working in an emu and/or ostrich processing plant.



1 Identify anatomical and physiological properties specific to ratites

1.1 Structure of body system is identified.

2.1 Procedures and principles for humane handling of ratites are identified in accordance with hygiene and sanitation, OH&S and workplace requirements.

2.2 Ratites are handled humanely according to animal welfare regulations.

2.3 Signs of common conditions are identified during ante-mortem inspection and are dealt with accordingly.

2.4 Ante-mortem inspection is performed in accordance with OH&S and regulatory requirements.

2.5 QA issues relating to handling of animals during ante-mortem inspection are identified.

2.6 Procedures for emergency and suspect slaughter are identified.

2 Perform ante-mortem inspection




3.1 Diseases and conditions affecting ratite suitability for slaughter are identified and appropriate action is initiated.

3.2 Major exotic and notifiable diseases and their signs are identified and reported according to regulatory requirements.

3 Assess suitability for slaughter

3.3 Appropriate remedial action is taken.

4.1 Post-mortem inspection is performed in accordance with regulatory requirements.

4.2 Abnormalities in ratites are identified and detected.

4.3 Disposition is made according to Australian Standards and work instructions.

4.4 Exotic and notifiable diseases are identified.

4 Perform post-mortem inspection



• Apply mathematical operations where necessary to establish regulatory compliance. • Identify and explain the basic anatomical structure of ratites. • Identify and use relevant workplace information and documentation. • Identify common conditions and exotic and notifiable diseases in ratites. • Identify sources of repeated contamination and work with processing team to rectify

problems. • Identify specific hygiene and sanitation requirements associated with ratite processing. • Identify specific structural requirements for ratite processing. • Identify the potential hazards associated with ratite processing. • Identify the dressing and storage requirements for ratites. • List major diseases and defects in ratites. • List the main products and by-products associated with ratite processing. • Notify relevant authorities promptly when exotic or notifiable diseases are identified. • Perform ante-mortem and post-mortem inspection on ratites according to the Australian

Standard. • Prepare notification reports, including technical information for internal personnel and

external authorities. • Research and identify legislation and Australian Standards applicable to the processing of

ratites. • Use relevant communication skills.



• Work with processing team to inspect poultry and identify suspect birds in an efficient and timely manner.


Ratites may include ostrich and emu.








⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms







• QA requirements





• animal welfare codes and regulations








• requirements set out in AS 5010:2001Hygienic Production of Ratite (emu or ostrich) Meat for Human Consumption










• calculation

• estimation


• use of a calculator or electronic aids.





• empathising



















Competency must be demonstrated on at least one ratite species and in a ratite processing plant.


Assessment must involve in part, ratite carcases and actual examples of pathology.


• assignment


• simulation







MTMMP90C Manage/oversee an external audit of the establishment’s quality system – Volume IV


MTMMP90C Manage/oversee an external audit of the establishment’s quality system

Unit descriptor This unit covers the skills and knowledge required to prepare for and respond to an audit of a quality system conducted by an external party.


Application of the unit This unit is applicable to managers and Quality Assurance (QA) personnel who facilitate an external audit by regulators, accrediting agencies, customers or overseas reviewers.



1.1 Known or expected dates of external audits are documented on a schedule according to workplace procedures and practice.

1 Identify audit dates

1.2 Dates are confirmed and all company personnel affected by the external audit are notified.

2 Identify audit scope 2.1 Audit scope is described and conveyed to people affected by the external audit process.

3 Identify audit team size and length/duration of the external audit

3.1 Audit team size and audit duration are identified and necessary notifications are made throughout the workplace.

4.1 Internal audits are conducted where necessary and reported in accordance with workplace policy and procedures.

4.2 Previous internal audit reports and production reports are reviewed to identify past problem areas.

4 Review internal audit reports to check areas expected to be covered in the external audit

4.3 Past problem areas are monitored and reviewed.



5.1 Arrangements for the day(s) of the external audit are made and confirmed with the auditor(s).

5.2 Arrangements for greeting the external auditor(s) and provision of workplace guide are made in accordance with workplace requirements.

5 Make arrangements for the external audit process

5.3 Internal departments subject to the external audit are notified of the arrangements. Roles and responsibilities of enterprise personnel in the process are determined.

6.1 Entry and exit interviews are facilitated. 6 Accompany the external auditor(s)

6.2 External auditor(s) are escorted throughout the duration of the audit in accordance with arrangements and workplace procedures.

7.1 Findings of the external audit are reported in accordance with workplace requirements.

7.2 Findings of the external audit are communicated to everyone affected or involved in the external audit procedure.

7 Report on the external audit

7.3 Findings of the external audit are followed up and corrective action is taken where appropriate.


• Apply relevant communication and problem-solving skills. • Demonstrate ability to work effectively as an individual and as part of a team. • Demonstrate clear communication and interpersonal skills related to preparing for and

participating in an external audit. • Demonstrate methods of scheduling, recording the scheduling and managing the planning

for external audits. • Describe regulatory and other requirements for external audits. • Ensure the quality systems covering the area to be audited are in place and effective as

shown by internal audit reports. • Identify and apply relevant OH&S and regulatory requirements. • Identify available technology to prepare for and follow up external audits. • Identify reports of internal and external audits and demonstrate the ability to take corrective

action. • Identify technical and regulatory aspects covered by each external audit. • Maintain currency of knowledge through independent research and professional

development.



• Take action to improve work performance as a result of self-evaluation, feedback from others, or in response to changed work practices or technology.






• QA requirements












• using negotiation and persuasion techniques



Problem-solving skills may include:


• being creative in response to workplace challenges

• developing innovative solutions


• generating a range of options in response to workplace matters

• identifying opportunities that might not be obvious to others

• listening to and resolving concerns in relation to workplace issues

• resolving customer concerns relative to workplace responsibilities



• showing independence and initiative in identifying problems







⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms










• requirements set out in AS 5008-2001/Amdt 1-2003 Australian Standard for the Hygienic Rendering of Animal Products



Overview of assessment The meat industry has specific and clear requirements for evidence. A minimum of three forms of evidence is required to demonstrate competency in the meat industry. This is



specifically designed to provide evidence that covers the demonstration in the workplace of all aspects of competency over time.





Competency must be demonstrated when complying with the actual requirements of a regulator or a customer.


Assessment can involve actual or simulated audits.


• assignment


• simulation



• workplace referee or third party report of performance over time




MTMMP91C Oversee export requirements – Volume IV


MTMMP91C Oversee export requirements

Unit descriptor This unit covers the skills and knowledge required to understand and identify the export requirements for a meat processing plant in Australia.


Application of the unit This unit is applicable to those employed in meat processing plants as government inspection staff, plant manager or Quality Assurance (QA) personnel.



1.1 Main relevant legislation is identified and application to establishment is described.

1.2 Export control orders are identified and application is explained in accordance with customer specifications and work instructions.

1 Identify major export legislation

1.3 Legislation is accessed on ELMER.

2.1 Information on importing country requirements is accessed and applied.

2 Identify and describe importing country requirements

2.2 Specific importing country and export inspection procedures are performed in accordance with regulatory requirements and workplace requirements.

3.1 Role of AQIS is described.

3.2 Function of AQIS meat inspection staff is identified.

3 Identify the function of the Australian Quarantine Inspection Service (AQIS)

3.3 Structure of AQIS and AQIS chain of command is identified.

4 Identify QA arrangements

4.1 Specific requirements for AQIS approved arrangements are identified.



4.2 AQIS review, monitoring and auditing arrangements for approved arrangements are described.


• Access and research legislation on the ELMER system and other appropriate electronic information systems.

• Define the function of AQIS meat inspection staff. • Describe procedures for condemnation in export works. • Describe the QA systems operating, monitored and audited by AQIS in export works. • Describe the role and jurisdiction of AQIS. • Gather, analyse and present complex information to colleagues. • Identify and apply relevant OH&S requirements. • Identify ante-mortem and post-mortem inspection procedures for importing countries. • Identify orders relevant to particular operational situation. • List main regulatory and legislative requirements for exporting product and describe their

application to meat processing. • Use communication and information technology to access required information. • Use relevant communication skills.












• QA requirements






Research parameters include: • analysis of technical journals or manuals

• review of regulatory notices, memos, updates, guidelines

• synthesis of information from a range of sources

• utilisation of databases (electronic or manual).





⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms




Communication and information technology may be in-house or externally operated and may include:

• data bases, including ELMER and EXDOC

• QA data recording and monitoring including traceback or forward.




• empathising



















Competency must be assessed when utilising current importing country requirements and export regulations.


Assessment can utilise actual or simulated workplace environment.


• assignment


• simulation









MTMP401A Utilise refrigeration index – Volume IV


MTMP401A Utilise refrigeration index

Unit descriptor This unit covers the skills and knowledge required to use the refrigeration index (RI) to validate compliance of a chilling and freezing process.

The Export Control Orders (ECO) which came into effect in July 2005, require the validation of all chilling processes using the RI.


Application of the unit This unit is applicable to Quality Assurance (QA) staff and regulators who utilise the RI to validate compliance of a chillingor freezing process.



1.1 RI measure and the uses of predictive microbiological model are explained.

1.2 Regulatory requirements for process compliance using the RI are identified.

1.3 Factors affecting the growth of microbes are identified.

1 Define the RI

1.4 RI model parameters are identified.

2.1 Data logger is set up correctly.

2.2 Temperature sensor is placed in product taking into account the point of microbiological concern and recommended placement.

2 Collect temperature data for RI

2.3 Time-temperature data is processed into correct format for RI calculator.

3 Select and define process 3.1 Process is defined in terms of the output.



3.2 Production lot is defined

3.3 Variables in the process are identified.

3.4 Number of measurements to be taken is identified.

3.5 When and where data is to be collected is identified.

to be validated

3.6 RI criteria are identified.

4.1 Software is loaded and opened.

4.2 Correct calculator options for process being validated are selected.

4 Calculate RI index

4.3 RI for process to be validated is calculated.

5.1 RI is compared with ECO requirements.

5.2 If RI does not comply, the appropriateness of the data is assessed

5.3 Action is taken on a non-conforming process.

5 Utilise RI to validate process

5.4 Decisions are made on production disposition for a refrigeration break down.

6.1 Purpose, process and arrangements for the validation are described.

6.2 Data collection methods and calculation options used are described and the data collected is summarised.

6 Document a validation process using the RI

6.3 Validation decision is stated.


• Arrange and document the validation of a chilling process using the RI. • Apply relevant communication and mathematical skills • Define a process and the relevant variables. • Demonstrate ability to input data into the RI index. • Demonstrate ability to identify and resolve data inconsistencies. • Demonstrate ability to maintain currency of knowledge and techniques through informal

learning and personal research utilising such things as the web, industry journals, Australian Quarantine Inspection Service (AQIS) notices and conference workshops.

• Demonstrate ability to work effectively as an individual and as a team member when gathering data

• Describe the growth phases of microbes.



• Describe how and why RI is used. • Describe product disposition using the RI. • Detail the ECO criteria for RI. • Detail the requirements for data collection. • Explain the different RI calculator options. • Explain the documentation requirements for process validation using RI. • Explain the factors affecting the growth of microbes. • Explain the meaning of log values. • Explain the purpose of predictive microbiological models. • Explain the parameters of the RI model. • Identify and apply relevant OH&S, regulatory and workplace requirements. • Plan and manage the collection of data for a validation exercise. • Process data into the correct format for the RI calculator. • Review RI calculated and make decisions on process validation or product disposition. • Take action to improve own work performance as a result of self-evaluation, feedback from



Factors affecting microbial growth include:

• lactic acid levels

• lag phase

• pH

• temperature

• time

• water activity.

Temperature data includes: • air flow

• locating and siting sensors

• nature and type of freezers/chillers

• product being refrigerated

• sites of microbial concern

• time of chilling operation

• worst case scenarios.

Product may include: • beef – brisket, tongue

• game meat

• lamb – legs, tongue



• mutton

• other meat species or products

• pork – hand, spring

• veal.

Communication skills may • involve speaking clearly and directly; listening and understanding

• involve communicating with people from a range of cultural, social and ethnic backgrounds

• involve reading and interpreting workplace-related documentation

• involve the preparation of documentation for a specified audience

• involve the use of negotiation and persuasion skills, and being appropriately assertive

• require the sharing of information.

Mathematical skills include: • collection, estimation, calculation and interpretation of deviations within cycle, internal temperature, humidity, ambient temperature, weights

• graphs of microbial growth

• logarithm growth rates

• model parameters

• percentiles

• predictive models.




• Personal Protective equipment (PPE) which may include: • coat and apron • ear plugs or muffs • eye and facial protection • head-wear • lifting assistance • mesh apron • protective boot covers • protective hand and arm covering • protective head and hair covering • uniforms • waterproof clothing • work, safety or waterproof footwear





may include: • ECO


• relevant regulations and Australian Standards

• AS 4696:2002 Australian standard for the hygienic production and transportation of meat and meat products for human consumption





• QA requirements










Competency must be demonstrated utilising the RI calculator.


Assessment may involve processing real or simulated data.


• assignment




• simulation

• workplace demonstration of competency






MTMP402A Implement a Meat Hygiene Assessment program – Volume IV


MTMP402A Implement a Meat Hygiene Assessment program

Unit descriptor This unit covers the skills and knowledge required to implement all aspects of a product and process monitoring system in a slaughter floor and/or boning room.

Process and product monitoring systems are mandatory in all meat industry export works and staff undertaking monitoring duties must be trained in these systems.


Application of the unit This unit is applicable to regulatory, Quality Assurance (QA) and supervisory staff overseeing the implementation of a Meat Hygiene Assessment (MHA) program in a meat processing plant.



1.1 Samples are selected for assessment according to the approved sampling plan.

1.2 Assessment is conducted utilising appropriate facilities, lighting and time.

1.3 Products are monitored for defects according to the agreed criteria and classification.

1.4 Carcases are scanned using the approved scanning lines.

1.5 Defects are recorded accurately using the correct forms or electronic system.

1.6 Immediate corrective action is implemented according to the MHA program’s requirements.

1 Monitor carcase product

1.7 Carcases are monitored according to workplace requirements for hygiene and sanitation, and OH&S.





2.3 Offal is monitored for defects according to the agreed criteria and classification.


2.5 Levels for triggering corrective actions are identified.


2 Monitor offal (where applicable to a plant’s operations)

2.7 Offal is monitored according to the workplace requirements for hygiene and sanitation, and OH&S.



3.3 Carton meat is monitored for defects according to the agreed criteria and classification.


3.5 Levels for triggering corrective actions are identified.


3 Assess carton meat (where applicable to a plant’s operations)

3.7 Carton meat is monitored according to the workplace requirements for hygiene and sanitation, and OH&S.

4.1 Process is monitored according to the enterprise monitoring plan.

4.2 Results are recorded accurately on the appropriate process monitoring sheets.

4.3 Process is rated according to the established criteria.


4 Monitor process

4.5 A conformity index is calculated and recorded after each process monitoring exercise.



4.6 Process is monitored according to the workplace requirements for hygiene and sanitation, and OH&S.

4.7 Results of process monitoring are tracked over time and reconciled with product monitoring outcomes.

5.1 Product and process monitoring results are plotted on simple trend charts.

5.2 Product and process monitoring results are plotted on control charts.

5 Analyse data gathered

5.3 Trends are interpreted and remedial or corrective actions are taken where necessary.

6 Implement MHA program

6.1 Work instructions for monitoring activities are prepared and implemented.


• Apply relevant communication and mathematical skills. • Comply with OH&S requirements when monitoring product and process. • Demonstrate ability to identify and resolve data inconsistencies. • Demonstrate ability to maintain currency of knowledge and techniques through informal

learning, regular professional development or personal research. • Demonstrate ability to work efficiently as an individual and as a team member. • Demonstrate observance of hygiene and sanitation requirements when monitoring product

and process. • Describe the classification of defects. • Describe when and how corrective actions are to be taken in response to monitoring

outcomes. • Explain and describe the types and purpose of control charts. • Explain how process compliance monitoring is to be undertaken. • Explain how the approved sample plan is implemented for product monitoring. • Explain the purpose of an MHA program. • Explain the purpose of trend charts. • Explain the purpose of the process conformity index. • Explain what a trend is and why it is important when monitoring process and product. • Graph and interpret trends in product and process monitoring results. • Identify and apply relevant OH&S and regulatory requirements. • Identify the types of defects to be identified in carcase, offal and carton product. • Instigate corrective and preventative actions when appropriate. • Monitor product for defects according to the MHA program.



• Monitor the process for conformity with the plant’s HACCP-based QA system in accordance with the MHA program.

• Provide relevant information to work colleagues to facilitate understanding of, and compliance with, the applicable standards and regulations.

• Record the monitoring results accurately. • Take action to improve own work practice as a result of self-evaluation, feedback from

others, or changed work practices, regulations or technology.


Sampling plan will include: • frequency

• sample size




• QA requirements




Established criteria for rating the process include:

• acceptable

• marginal

• unacceptable.

Plotting on simple trend charts must include showing specified zones as:

• acceptable

• marginal

• unacceptable.

Plotting on control charts must include showing:

• specified acceptable, marginal and unacceptable zones.

• upper and lower critical limits.

Communication skills may: • involve communicating with people from a range of cultural, social and ethnic backgrounds


• involve speaking clearly and directly; listening and understanding






Mathematical skills include: • identifying acceptable limits, tolerances, out-of-specification performance, trends

• calculation

• estimation

• measurements and interpretation that relate to time, temperature, moisture humidity, ratios, percentages, weight/mass/volume.





⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms






• Export Meat Orders (EMOs)



• requirements in the AS 4969:2002 Australian standard for the hygienic production and transportation of meat and meat products for human consumption









All assessment must be undertaken against Australian meat industry standards and regulations.


Competency must be demonstrated when implementing a real MHA program.


Assessment must occur in an operating abattoir or boning room.


• assignment


• simulation







MTMP403A Oversee plant compliance with the Australian Standards for meat processing – Volume IV


MTMP403A Oversee plant compliance with the Australian Standards for meat processing

Unit descriptor This unit covers the skills and knowledge required to oversee the implementation of the relevant Australian Standards for meat processing in abattoirs and boning rooms.

Some state meat authorities will require competency in this unit to prove currency when meat inspectors, who have been out of the industry for some time, seek re-registration.


Application of the unit This unit is applicable to meat inspectors, supervisors and quality assurance personnel responsible for ensuring a meat processing plant complies with the relevant Australian Standards.



1.1 Relevant legislation and its application to meat processing plants is identified.

1.2 Relevant Australian Standards called up in this legislation are identified.

1.3 Agency responsible for the enforcement of this legislation is identified.

1.4 Process for registration of a ‘domestic’ meat processing plant is explained.

1 Identify the major regulatory requirements relevant to meat processing plants supplying the domestic market

1.5 Registration process for meat inspectors is described.

2.1 Nature of ‘approved arrangements’ and ‘pre-requisite’ programs is described.

2 Identify and describe the requirements of the Australian Standard

2.2 Meat inspection requirements of the Australian Standard are described and explained.



2.3 Disposition requirements of the Australian Standard are described and explained.

2.4 Requirements for reporting exotic or notifiable diseases are described.

3.1 Relevant government agencies regulating the meat industry at state level are identified.

3 Identify government review and audit processes

3.2 Review and audit processes used by the agencies to ensure compliance with the Australian Standard are described.

4.1 Internal (verification) activities for compliance are participated in.

4.2 External review or audit is prepared for.

4.3 External review or audit of compliance is managed.

4 Oversee compliance with the Australian Standard

4.4 Corrective action requests from external or internal audits are closed out.


• Apply relevant communication and mathematical skills. • Demonstrate ability to identify and resolve data inconsistencies. • Demonstrate ability to maintain currency of knowledge and techniques through informal

learning, regular professional development and personal research. • Demonstrate ability to work effectively as an individual and as a team member. • Demonstrate initiative and creativity in proposing solutions and contributing to the

development of appropriate actions to close out corrective action requests. • Describe how to prepare for an external review or audit. • Explain how to close out corrective action requests from external or internal audits. • Explain the requirements for meat inspection staff to work effectively as an individual and

as a team member. • Identify and apply relevant OH&S and workplace requirements. • Take action to improve own work practice as a result of self-evaluation, feedback from

others, or changed work practices, regulations or technology. • Identify and describe the characteristics of exotic or notifiable diseases. • Provide relevant information to work colleagues to facilitate understanding of, and

compliance with the Australian Standards and associated regulations. • Use technology to access information, prepare reports, and to access and prepare relevant

data.









• AS 4696:2002 Australian Standard for the hygienic production and transportation of meat and meat products for human consumption

• state legislation and regulations regarding meat processing.

Communication skills may • involve speaking clearly and directly; listening and understanding

• involve communicating with people from a range of cultural, social and ethnic backgrounds





Mathematical skills include: • graphs of microbial growth

• logging of arithmetic growth rates

• model parameters

• percentiles

• predictive models

• collection, estimation, calculation and interpretation of deviations within cycle, internal temperature, humidity, ambient temperature, weights.




• Personal Protective equipment (PPE) which may include:

⎯ coat and apron





⎯ head-wear


⎯ mesh apron




⎯ uniforms

















Competency must be demonstrated in terms of specific legislation relevant to export or domestic meat processing plants.

Context of and specific Assessment must occur in the context of simulated breaches



resources for assessment and simulated review processes. Assessment must involve utilising the current Australian Standards.


• assignment


• simulation







MTMP404A Apply meat science – Volume IV


MTMP404A Apply meat science

Unit descriptor This unit covers the skills and knowledge required to apply meat science to the eating quality of meat and to interpret scientific data to predict probable impacts on meat eating quality.

It is a Meat Standards Australia (MSA) requirement that enterprises with a licence Level 1(b) have an MSA Coordinator who has completed this unit or an MSA approved equivalent unit.


Application of the unit The skill and knowledge gained from this unit will enable a person to interpret meat processing data and to recommend improvements to management to control and enhance the eating quality of meat products.

This unit is suitable for people working in the red meat industry in a Quality Assurance (QA) or management role.



1.1 Biological mechanisms (both pre and post slaughter) that affect meat quality in beef are explained.

1.2 Pattern of tissue development in the body and the pattern of deposition within the muscle and fat depots within the body are identified. The composition of fat in depots and the extent it can be manipulated by production factors is also described.

1.3 Structure of skeletal muscles in terms of the myofibre and connective tissue components and the effect that these structures have on eating quality is identified.

1 Apply knowledge of muscle structure and biochemistry to meat quality and the factors that affect it

1.4 Biochemical events that occur in muscle early post-mortem and their significance in subsequent meat quality are identified.



2.1 Impacts of production factors on meat quality are identified.

2 Identify the production and pre-slaughter factors that affect meat quality

2.2 Pre-slaughter factors are explained.

3.1 pH/temperature window and how it impacts on palatability is explained.

3.2 Role of electrical stimulation in controlling the rate of glycolysis in the carcase is described.

3.3 Impact of stretching the muscles pre-rigor on palatability is explained.

3.4 Process of ageing, its impact on tenderness and methods for extending the storage life of fresh meat including the application of packaging technologies is described.

3 Identify the processing factors that impact on eating quality

3.5 Impact of cooking on the palatability of meat is described.

4.1 Factors that control the changes in colour in fresh meat are identified.

4.2 Development of marbling fat and its impact on palatability in the carcase is described.

4 Describe quality attributes of meat

4.3 Impact of drip on both the appearance and palatability of meat is explained.

5.1 Palatability Analysis Critical Control Points (PACCP) approach to meat grading is explained.

5.2 Principles behind the development of the MSA carcase pathways system, including tasting protocols, are described.

5.3 Impact of the various production, processing and value adding inputs on the palatability of beef using the MSA model are established.

5.4 Potential benefits of a cuts-based grading system to the various sectors of the industry are evaluated.

5 Identify and evaluate the MSA cuts based grading scheme

5.5 Alternative grading schemes and their various grade attributes are analysed.

6.1 Probable impacts of production and processing on meat quality are predicted.

6 Interpret and analyse data to predict probable impacts on meat eating quality 6.2 Potential solutions for eating quality problems are

identified.




• Apply relevant communication skills • Collate and analyse eating quality data. • Demonstrate ability to maintain currency of knowledge through independent research or

professional development. • Describe the consumer taste testing protocols and how they have been used to set grade

standards and develop the cuts based grading system. • Describe the factors that control the changes in colour in fresh meat and other quality

factors including drip and marbling which impact on both appearance and palatability. • Describe the factors that occur between the knocking box and chiller assessment and their

impact on meat palatability. • Describe the visual and palatability attributes of meat quality that are important to

customers. • Explain the physical and chemical changes that occur in the cooking of meat. • Identify anatomical and biochemical determinants of meat palatability. • Identify and apply relevant OH&S, regulatory and workplace requirements. • Identify and explain minimum standards of performance. • Identify and recommend improvements that could be made to improve meat eating quality

to management. • Identify the factors in animal husbandry, transport, lairage, slaughter, carcase storage,

packaging, further processing and cooking that will impact on tenderness and palatability. • Take action to improve own work performance as a result of self-evaluation, feedback from



MSA requirements include adherence to:

• the MSA Standards Manual for Grading

• the MSA Standards Manual for Saleyard Consignment

• the MSA Standards Manual for Trade Mark Usage.

Production and pre-slaughter factors that affect meat quality may include

• breed

• growth path

• glycogen depletion

• high pH

• Hormonal Growth Promotants (HGPs)

• stress and stress reduction techniques.



Factors that affect meat eating quality may include:

• ageing

• anatomical factors

• biochemical factors

• cooking methods

• electrical stimulation

• fat distribution

• grain feeding

• growth rate or path

• hanging method

• hormonal growth promotants

• marbling

• packaging methods

• Pale Soft Exudative (PSE)

• pH

• post mortem shortening

• social regrouping of cattle

• starvation

• stress

• temperature

• time and temperature of cooking process

• transport

• tropical breed content.











Data includes: • ageing requirements

• AUS-MEAT chiller assessment results, transport times

• chiller cycles

• lairage duration and conditions

• MSA grading results



• processing conditions such as stimulation and other electrical inputs

• time across the slaughter floor.





⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms













• QA requirements




Minimum standards of performance include:

• ability to identify areas where changes in management could potentially improve eating quality

• analysis of data to present management with possible solutions.









Competency must be demonstrated over time and under typical operating and production conditions for the enterprise.


Competency must be assessed in the workplace or under simulated conditions. Assessment is to occur under standard and authorised work practices, safety requirements and regulatory requirements.


• evidence log book

• observe the applicant working


• written tests and/or questioning.



Copies of current learning and assessment materials are available from MSA, telephone 1800 111 672.

These materials are recommended to help plan and deliver training:

• How ageing affects beef eating quality

• How MSA beef is graded



• How MSA grades are determined

• How tenderstretch affects beef eating quality

• How to supply beef in the MSA system

• MSA requirements for handling cattle

• The effect of tropical breeds on beef eating quality

• The effect of cooking on beef eating quality

• The effect of marbling on beef eating quality

• The effect of ossification on beef eating quality

• The effect of pH on beef eating quality

• The effect of pH temperature decline on beef eating quality

• What is MSA?

MTMP405A Conduct and validate pH/temperature declines to Meat Standards Australia standards – Volume IV


MTMP405A Conduct and validate pH/temperature declines to Meat Standards Australia standards

Unit descriptor This unit covers the skills and knowledge required to accurately calibrate and maintain pH equipment, conduct pH and temperature declines and weekly monitoring, as well as to validate results to ensure conformance to the pH and temperature window.

It is a licence requirement for Meat Standards Australia (MSA) enterprises to achieve the pH and temperature window.


Application of the unit The skills and knowledge gained from this unit allow operatives to monitor pH or temperature window to AUS-MEAT and MSA standards. This unit is suitable for people working in Quality Assurance (QA) or a company grading role.



1.1 Temperature calibrations are conducted. 1 Operate and calibrate pH equipment

1.2 pH calibrations are conducted.

2.1 Correct technique for pH and temperature measurement is demonstrated.

2.2 Necessary information for validating monitoring is collected.

2.3 Valid and sufficient readings are collected.

2 Conduct monthly and weekly monitoring of the pH or temperature window

2.4 Results are recorded and reported.

3.1 Effects of heat shortening and cold shortening are recognised.

3 Analyse results of pH and temperature monitoring

3.2 pH and temperature window is identified.



4.1 Factors impacting on pH or temperature window conformance are identified and evaluated.

4.2 Reason(s) for non-conformance are identified.

4 Suggest corrective action plans if window conformance is not achieved

4.3 Trials to achieve window conformance are conducted.


• Analyse results to verify conformance. • Apply relevant communication and mathematical skills. • Collect information on live animals to be used in pH and temperature monitoring. • Conduct monthly and weekly monitoring of the pH and temperature window. • Demonstrate ability to work effectively as an individual and as part of a team. • Describe how electrical stimulation impacts on pH decline. • Describe the impact chilling factors have on the rate of pH and temperature decline. • Explain how the time it takes a carcase to reach the chiller can impact on the rate of pH

decline. • Explain the pH and temperature window. • Generate individual and lot average graphs to show pH and temperature window

conformance. • Identify and apply relevant OH&S, regulatory and workplace requirements. • Identify how cold shortening occurs and the characteristics of cold shortened product. • Identify how heat shortening occurs and describe the characteristics of heat shortened

product. • Identify how other electrical inputs can impact on the rate of pH decline. • Identify the impact the temperature of the slaughter floor can have on the rate of the pH

and temperature decline. • Identify what glycogen is and explain the relationship between stress and pH. • Identify what pH is and why pH is important for eating quality. • Improve own work performance as a result of self-evaluation, feedback from others, or in

response to changed work practices or technology. • Maintain currency of knowledge through professional development or self-directed

research. • Observe, time and follow carcases through the slaughter floor recording the following:

⎯ carcase information

⎯ chiller number

⎯ immobiliser information (if applicable)

⎯ rigidity probe information (if applicable)

⎯ stimulation information (if applicable)



⎯ time into the chiller

⎯ time stunned. • Operate and calibrate pH and temperature readings. • Suggest corrective action procedures.


MSA standards include: • MSA Standards Manual for Saleyards Consignment

• MSA Standards Manual for Grading

• MSA Standards Manual for Trade Mark Usage

• AUS-MEAT procedure ‘Controlled pH Decline System – pH temperature window conformance monitoring’.

Essential operating conditions include:

• calibrated pH equipment

• carcases to be used must be followed across slaughter floor and into chiller.

pH equipment will include: • buffer solutions of a known pH – one at 6.88 and one at 4.00

• certified mercury in a glass thermometer

• icy water (approximately 0°C)

• pH meters and probes

• potassium chloride solution or gel

• water (approximately 40°C).






• using negotiation, persuasion and assertiveness skills


Mathematical skills may include:


Factors impacting on the rate of pH and temperature decline include:

• carcase weight and fat coverage

• chilling cycle

• electrical stimulation and other electrical inputs



• feed type of live animal

• glycogen levels in the live animal

• lairage duration

• length of the processing chain

• seasonal effect

• sources of cattle – direct consignment/saleyard

• temperature of the slaughter floor

• transit type of live animal.





⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms













• QA requirements














The application of competency is to be assessed in the workplace. Assessment is to occur under standard and authorised work practices, safety requirements and regulatory requirements.

Method of assessment If you are an external assessor you will need to visit the applicant’s workplace on at least one occasion. If you normally work with the applicant you will be able to complete the record of evidence over an extended period of time.

Recommended methods of assessment are:

• evidence log book

• examination of results of monitoring she or he has conducted

• observe the applicant working

• written tests and/or questioning.






Copies of current learning and assessment materials are available from MSA, telephone 1800 111 672.

These are recommended materials to help plan and deliver training:

• How ageing affects beef eating quality

• How MSA beef is graded

• How MSA grades are determined

• How tenderstretch affects beef eating quality

• The effect of pH on beef eating quality

• The effect of the pH temperature decline on beef eating quality

• What is MSA?

MTMP407A Supervise new recruits – Volume IV


MTMP407A Supervise new recruits

Unit descriptor This unit covers the skills and knowledge required to support, mentor and develop new recruits. It includes an understanding of the roles and responsibilities of first line managers in defining and communicating expectations, providing an appropriate learning environment, and providing mentoring and feedback to support the retention and development of new recruits.


Application of the unit This unit applies to people with responsibility for supervising, developing and managing new recruits. Typically this would apply to first line managers including supervisors. It may also apply to team leaders.



1.1 Information requirements of new recruits are identified.

1.2 Company policies, performance requirements and responsibilities are communicated to new recruits.

1.3 Information is made available in formats appropriate and accessible to new recruits.

1.4 Communication methods take into account the purpose and the audience, including social and cultural diversity.

1.5 Appropriate work behaviours and procedures are modelled in personal conduct.

1 Communicate work requirements and expectations

1.6 Individual and team issues relating to developing and managing new recruits are identified, facilitated and resolved within level of responsibility.



2.1 Learning and development plans for new recruits are established and monitored in conjunction with human resources personnel.

2.2 Resources required to support informal and formal learning and training in the work area are estimated and secured.

2.3 Implementation of workplace policies is monitored to ensure the workplace and learning environment conforms with industrial, customer and legal requirements.

2.4 Opportunities for new recruits to develop and apply skills and knowledge are arranged.

2 Provide a learning environment for new recruits

2.5 Patterns of work organisation and job rotation are established to reinforce learning.

3.1 Progress and performance of new recruits is monitored.

3.2 Signs of poor or unacceptable practices are identified.

3.3 Reasons for poor or unacceptable performance are investigated.

3.4 Structured feedback is provided to new recruits.

3.5 Strategies to address the performance gap are identified and agreed with the new recruit.

3 Provide regular and timely feedback on performance

3.6 Progress and/or taking appropriate follow up action is confirmed though ongoing monitoring.


• Apply appropriate communication skills to facilitate resolution of issues and manage conflict to resolve disagreements or disputes.

• Apply interpersonal skills including appropriate questioning, listening and feedback techniques.

• Demonstrate ability to maintain currency of knowledge and techniques through informal learning, regular professional development or personal research.

• Demonstrate knowledge of workplace feedback and performance management systems and responsibilities in the workplace. This includes personal level of authority for performance counselling and disciplinary procedures.

• Ensure that appropriate behaviour or procedures are consistently observed by all personnel in the work area.



• Ensure that new recruits have adequate opportunities to learn, apply and practice new skills and knowledge.

• Ensure that relevant and appropriate information is available to new recruits in the work area to describe behaviour and performance expectations. This includes information on policies and procedures, corporate values and production targets or work outcomes required of the work role.

• Establish effective relationships with new recruits in the work area. • Foster effective team work by recognising and utilising the strengths of individuals. • Identify and apply relevant OH&S, regulatory and workplace requirements. • Identify legal requirements and responsibilities of self and the company in managing new

recruits. • Identify and conform with enterprise and employee obligations under industrial

arrangements and training agreements relating to the provision of (workplace) training. • Investigate causes of poor or unacceptable work performance in consultation with new

recruits. • Model behaviour consistent with company policies and procedures. • Monitor individual performance, identify performance gaps and develop strategies (in

consultation with human resources personnel). • Monitor progress towards achieving agreed conduct and/or performance improvements. • Plan and undertake structured feedback or appraisal of new recruits. • Provide regular feedback to new recruits to foster confidence and appropriate workplace

behaviours. • Take action to improve own work practice as a result of self-evaluation, feedback from

others, or changed work practices, regulations or technology.


Communication may include: • interpretation and sensitive handling of non-verbal and visual clues and cues

• non-verbal communication, including the use of signs, signals, symbols and pictures

• speaking clearly and directly; listening and understanding




• use of negotiation and persuasion skills, and being appropriately assertive.



• showing empathy.

Diversity of individuals may include:

• ability

• age

• ethnicity, culture

• gender

• language group

• social and economic background.

Resources may include: • equipment – maintenance, purchase, type, quantity, function

• finance – capital and cash flow

• ingredients and materials – supply, quantity, storage and rotation etc

• personnel – staffing levels, shifts, allocation to work areas

• specialist advice – industry associations, media organisations, marketing agencies.

Structured feedback to new recruits may include:

• performance appraisal

• structured interviews.

Conflict management may include referral to more senior management and/or relevant industrial parties where conflicts are unable to be resolved.

Strategies to address performance gap or performance counselling may include:

• a clear statement of the problem, an explanation of why it is a problem, and the action or change required to address the problem and any follow up action required

• a formal interview to counsel a new recruit on poor performance.





⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms






Legislative and regulatory requirements may include:

• animal welfare


• equal opportunity, anti-discrimination and sexual harassment, OH&S



• OH&S

• relevant regulations and Australian Standards.



• OH& S requirements





Industrial arrangements may include:

• consultative processes

• industrial agreements, awards, training agreements

• pay scales and entitlements, qualifications, classification.

Training agreements and contracts may include:

• cadetships

• internships

• traineeships and apprenticeships

• training arrangements included in industrial agreements.




Three forms of evidence means three different kinds of evidence – not three pieces of the same kind. In practice it will mean that most of the unit is covered twice. This



increases the legitimacy of the evidence.






Method of assessment Recommended forms of assessment are:

• assignment

• debrief


• simulation






MTMPS411B Monitor meat preservation process – Volume IV


MTMPS411B Monitor meat preservation process

Unit descriptor This unit covers the skills and knowledge required to overview and monitor the hygienic preservation of meat and ensure compliance with quality standards and regulatory requirements.


Application of the unit This unit is applicable to meat safety officers (inspectors) and Quality Assurance (QA) managers responsible for overseeing meat preservation.



1.1 Types of preservation processes used by the meat industry are identified and explained.

1.2 Meat quality required for preservation processes are identified according to workplace and customer requirements.

1 Overview the meat preservation process

1.3 Ingredients and equipment required for the preservation process are prepared according to product specifications, hygiene and safety requirements.

2.1 Product and process are inspected and monitored to ensure meat is preserved to specifications, health, hygiene and customer requirements.

2.2 Equipment or processes involved in the preservation process are monitored regularly at critical control points.

2.3 Procedures to ensure quality and hygiene of the product are monitored and followed at all times.

2 Monitor preservation process

2.4 Procedures for rejection, reprocessing and/or recall for products which do not meet specifications or hygiene requirements are implemented.




• Apply relevant communication and mathematical skills. • Demonstrate ability to maintain currency of knowledge through professional development

and self-directed research. • Demonstrate ability to work effectively as an individual and as a team member. • Demonstrate reject and recall procedures. • Describe criteria for rejected, reprocessed or recalled product. • Describe relevant procedures to ensure the preserved meat product is safe and fit for human

consumption. • Describe the impact of the preserving process on product quality, including eating quality. • Determine and implement corrective action. • Identify and apply relevant OH&S requirements. • Identify critical control points in the meat preservation process. • Identify regulatory requirements relating to the preservation of meat and products. • Interpret monitoring data and identify out-of-specification performance or product. • Monitor the preservation of meat to ensure compliance with workplace and regulatory

requirements. • Outline reject and recall procedures. • Outline the process involved in preserving meat in own workplace. • Record monitoring information accurately. • Report non-conformances to appropriate personnel. • Specify critical aspects of meat safety and hygiene in the preservation process. • Take action to improve own work performance as a result of self-evaluation, feedback from



Preservation methods may include:

• canning

• cooking

• pickling

• refrigeration

• smoking.




• QA requirements









Equipment may include: • canning lines

• chillers

• cooking facility

• injectors

• smoke generators

• steamers.


• communicating and working with diverse individuals and groups

• interpreting customer requirements



• negotiation, persuasion and assertiveness where necessary

• reading and interpreting workplace documentation

• sharing information.



• calculation

• estimation

• measurement and interpretation relating to time, temperature, moisture humidity, ratios, percentages, weight, mass and volume.





⎯ coat and apron



⎯ head-wear


⎯ mesh apron






⎯ uniforms





• domestic or importing country requirements



• relevant state regulations and Australian Standards



• be oral or written (with accurate transcription)


• include graphs, tables, charts and diagrams







Critical aspects for assessment and evidence required to demonstrate

Competency must be demonstrated while monitoring a commercial meat preservation operation.



competency in this unit


Assessment may involve a simulated monitoring role for the trainee.


• assignment


• simulation







MTMPS412B Monitor and overview the production of processed meats and smallgoods – Volume IV


MTMPS412B Monitor and overview the production of processed meats and smallgoods

Unit descriptor This unit covers the skills and knowledge required to understand and monitor the production processes of smallgoods.


Application of the unit This unit is applicable to supervisors, Quality Assurance (QA) staff and regulatory officers overviewing the production of processed meat and smallgoods.



1.1 Range of further processed meat products and smallgoods is identified and explained.

1.2 Processing techniques involved in the production of these products are identified and explained.

1.3 Hygiene and quality hazards associated with the production of these products are identified and explained.

1 Overview the production of further processed meats and smallgoods

1.4 Regulatory requirements associated with the production of these products are identified and explained.

2.1 Procedures for pre-operational equipment checks conducted are identified in accordance with workplace policies and procedures, and manufacturer’s instructions.

2 Monitor the preparation of processing equipment and areas

2.2 Pre-operational checks and procedures carried out in accordance with workplace and regulatory requirements are monitored.



3.1 Ingredients are identified by type and quality according to product specifications and their function in the process is explained.

3.2 Types of meat, by-product, stock, additive, binder and spices selected are identified according to the formulation specifications and regulatory requirements.

3.3 Handling requirements for ingredients to prevent contamination and to ensure product quality and safety are demonstrated.

3.4 Relevant processing equipment is identified and operating procedures are explained according to manufacturer and work specifications.

3.5 Relevant temperature, consistency, appearance and texture requirements are described and monitored in accordance with product specifications and regulatory requirements.

3.6 Relevant processing area hygiene and sanitation requirements are monitored as specified in workplace procedures and regulatory requirements.

3 Monitor the production of smallgoods and further processed meat products

3.7 Procedures for rejection, reprocessing and/or recall for products which do not meet specifications or hygiene and sanitation requirements are identified and assessed against regulatory requirements.


• Apply relevant communication and mathematical skills. • Demonstrate ability to work effectively as an individual and as a team member. • Describe at least three hazards to the safe and hygienic manufacture of smallgoods. • Describe options for chilling product. • Describe the process involved in manufacturing smallgoods. • Explain the procedures required to ensure the product is fit for human consumption and

meets regulatory and quality requirements. • Explain recall procedures, including notification of appropriate authorities. • Identify and apply relevant OH&S, workplace and regulatory requirements. • Monitor production of processed meats and smallgoods to ensure compliance with

workplace and regulatory requirements. • Propose and implement solutions to a range of production problems. • Specify critical limits in the manufacture of smallgoods.



• Take action to improve own work performance as a result of self-evaluation, feedback from others, or in response to changed work practices or technology.


Product may include: • comminuted product

• cooked and uncooked product

• dried product

• pickled or brined product

• smoked product.








• requirements in AS 4696:2002 Australian Standard for the Hygienic Production and Transportation of Meat and Meat Products for Human Consumption


Equipment and machinery used in processing may include:

• atomising generators

• cookers

• friction generators

• liquid smoke jet

• moulds

• probe thermometers

• sawdust or woodchip burning generators

• smoke generators

• smokers

• sock

• wet bulb reservoir.

Product specifications may vary according to customer and workplace requirements.

Communication may include: • communication with people from a range of cultural, social and ethnic backgrounds

• interpreting customer requirements





• using negotiation, persuasion and assertiveness skills where applicable

• reading and interpreting workplace documentation





Product may be chilled by: • chill cabinets

• immersing in ambient running water

• placing in coolrooms

• showering with ambient water

• use of intensive coolers

• washing in water or brine.

Explanations and descriptions may:

• be in diagrammatic, sketch, tabular or graphic formats

• be presented in writing, in standard formats


• include information and mathematical data gathered, interpreted and summarised from a range of complex and unfamiliar sources.





⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms









• QA requirements












Competency must be demonstrated while monitoring a commercial smallgoods or processed meats operation.


• smoking equipment, machinery or production facility

• product specifications and ingredients

• equipment meeting safety requirements.


• assignment


• simulation









MTMPS414A Monitor and overview the production of Uncooked Comminuted Fermented Meat (UCFM) – Volume IV


MTMPS414A Monitor and overview the production of Uncooked Comminuted Fermented Meat (UCFM)

Unit descriptor This unit covers the skills and knowledge required to understand and manage the production processes of Uncooked Comminuted Fermented Meant (UCFM).

This unit relates to the Australia New Zealand Food Standards Code, Standard 3.2.2 Food Safety Practices and General Requirements, Clause 3 Food handling – skills and knowledge, which states:

‘A food business must ensure that persons undertaking or supervising food handling operations have:

(a) skills in food safety and food hygiene matters; and

(b) knowledge of food safety and food hygiene matters,

commensurate with their work activities.’ (Page 3)

Employability Skills The required outcomes described in this unit of competency contain applicable facets of Employability Skills. The Employability Skills Summary of the qualification in which thisunit of competency is packaged will assist in identifying Employability Skill requirements.

Pre-requisite unit(s) MTMMP2C Apply hygiene and sanitation practices


Application of the unit This unit is applicable to personnel responsible for the outcomes of the production processes of UCFM in a smallgoods processing operation.



1.1 Types of micro-organisms are identified.

1.2 Major threats to UCFM products are identified.

1 Identify microbiological hazards for UCFM products

1.3 Types of bacteria causing food poisoning and spoilage are identified.



1.4 Effects of bacterial contamination for food poisoning (ie impact on people) and food spoilage (ie shelf life) are identified.

1.5 Sources of bacterial contamination are identified.

1.6 Growth characteristics and requirements of bacteria are identified.

2.1 Chemical hazards which may affect UCFM products are identified.

2.2 Common sources of chemical hazards/contamination are identified.

2.3 Control methods which prevent chemical contamination locally and relevant national programs (eg residue testing) are explained.

2 Identify chemical hazards for UCFM products

2.4 Impact of chemical residues on meat (eg poisoning, tainting, rejections) is explained.

3.1 Physical hazards which may affect meat are explained.

3.2 Common sources of physical hazards and/or contamination are identified.

3.3 Control methods to prevent contamination are explained.

3 Identify physical hazards for UCFM products

3.4 Effects or impact of physical hazards on meat are explained.

4.1 Range of UCFM products is identified and explained.

4.2 Processing techniques involved in production of UCFM are identified and explained.

4.3 Hygiene and food safety hazards associated with the production of UCFM products are identified and explained.

4 Overview the production of UCFM products

4.4 Regulatory requirements associated with the production of UCFM products are identified and explained.

5 Monitor the preparation of processing equipment and areas

5.1 Procedures for pre-operational equipment checks are identified in accordance with workplace policies and procedures, and manufacturer’s instructions.



5.2 Pre-operational checks and procedures carried out in accordance with workplace, food safety and regulatory requirements are monitored.

6.1 Ingredients are identified by type, quality and safety according to product specifications and their function in the process is explained (including starter culture).

6.2 Types of meat, by-product, stock, additive, binder and spices selected are identified according to the formulation specifications and regulatory requirements.

6.3 Handling requirements for ingredients (including starter culture) to prevent food safety hazards are demonstrated to ensure product quality and safety.

6.4 Relevant processing equipment is identified and operating procedures are explained according to manufacturer and workplace specifications.

6.5 Relevant time, temperature and humidity requirements for fermentation, maturation and monitoring are described in accordance with product specifications, regulatory requirements and industry guidelines.

6.6 Relevant consistency, appearance, texture and monitoring requirements are described in accordance with product specifications and regulatory requirements.

6.7 Procedures for rejection, reprocessing and/or recall for products which do not meet specifications or hygiene and sanitation requirements are identified and assessed against regulatory requirements and industry guidelines.

6 Manage the production of UCFM and further processed products

6.8 Relevant processing area hygiene and sanitation requirements are identified and monitored as specified in workplace procedures and regulatory requirements.

7.1 Critical Control Points (CCPs) and control points for prevention and control of bacterial contamination (eg process controls and systems) are identified.

7.2 Control methods to prevent microbiological contamination are explained and implemented.

7 Overview the implementation of the HACCP plan for the production of UCFM products

7.3 Critical limits for CCPs are identified and monitoring processes are implemented.



7.4 Validation requirements for critical limits of HACCP programs are described.

7.5 Documented procedures are implemented which ensure any CCPs which are out of control are brought back into control and affected product is suitably handled.

7.6 Documented procedures are implemented to ensure the whole HACCP system is regularly audited and verified as working effectively.

7.7 All documents and records required for the system are kept available, up-to-date and in use.


• Apply relevant communication and mathematical skills. • Demonstrate ability to maintain currency of knowledge and techniques through informal

learning, regular professional development and personal research such as by using the web, industry journals, circulars from regulators and industry workshops.

• Demonstrate ability to work effectively as an individual and as a team member. • Demonstrate initiative and creativity in proposing solutions and contributing to the

development of appropriate actions to resolve problems. • Describe fermentation control criteria for pH. • Describe fermentation speed control. • Describe maturation and drying speed control. • Describe the purpose of maturation and drying. • Describe raw materials storage and selection. • Describe the impact of the raw material on product quality and food safety. • Describe the process involved in manufacturing UCFM. • Describe the purpose of fermentation. • Describe water activity as a release criteria. • Explain microbiological criteria in UCFM production and microbiological limits of UCFM,

particularly the following significant microbial pathogens: enterohaemorrhagic Escherichia coli, Salmonella, enterotoxin of Staphylococcus aureus and Listeria monocytogenes.

• Explain physical hazards for UCFM products. • Explain storage and handling requirements for starter culture. • Explain the role of starter culture. • Explain product handling and release criteria. • Explain the impact of critical limits in a HACCP program for UCFM production. • Identify and apply relevant OH&S and workplace requirements.



• Monitor production of UCFM to ensure compliance with workplace and regulatory requirements.

• Outline procedures required to ensure the product is fit for human consumption and meets regulatory, food safety and quality requirements.

• Overview the implementation of the HACCP plan for the production of UCFM products. • Provide relevant information to work colleagues to facilitate understanding of, and

compliance with the Australian Standards and associated regulations. • Take action to improve own work practice as a result of self-evaluation, feedback from

others, or changed work practices, regulations or technology • Use technology to access information, prepare reports, and to access and prepare relevant

data.


UCFM products may include:

• caccitora

• chorizo

• csabai

• landjaeger

• Lebanon Bologne

• mettwurst

• polnische

• salami

• some cabanossi

• summer sausage

• Teewurst, and others.

Micro-organisms may include:

• bacteria

• mould

• virus

• yeast.

Major threats may include • bacteria

• relevant yeast or moulds.

Common sources of chemical hazards /contamination may include:

• agricultural residue

• cleaning

• veterinarian chemical residues.




may include: • Export Meat Orders (EMOs)


• importing country requirements where appropriate

• relevant domestic requirements




Equipment may include: • blenders

• choppers

• cooking utensils

• dryers

• fermentation environment

• injectors

• knives

• machine or vat

• mixers

• pressure cookers

• sausage machine

• silent or bowl cutter

• smokehouse

• tables, conveyors, platforms

• tumblers.

Ingredients may include: • additives

• binders

• by-products and other relevant materials

• fats

• meats

• Nitrate

• Nitrite

• spices

• starter cultures

• water.

Recording and monitoring systems may be:

• electronic

• manual.



Communication skills may • involve communication with people from a range of cultural, social and ethnic backgrounds

• include preparation of oral or written reports which include information from a range of sources

• involve reading and interpreting workplace-related documentation such as audit reports, monitoring data, specifications and status reports

• involve speaking clearly and directly; listening and understanding



• involve the use of technical workplace and mathematical language and data



• identifying acceptable limits, tolerances, out-of-specification performance, trends

• collection, estimation, calculation and interpretation of deviations within cycle, internal temperature, humidity, ambient temperature, weights

• measurement and interpretation in relation to time, temperature, moisture humidity, ratios, percentages, weight, mass, volume.





⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms



















Competency must be demonstrated through sustained performance over time, with an appropriate level of responsibility and authority under typical operating and production conditions for the enterprise.


Resources may include


⎯ manufacturer’s instructions and operation manuals


⎯ workplace policy and procedures

• workplace environment.


• assignment focusing on understanding and application of principles and theory to workplace operations

• third party referee report of sustained performance at appropriate level of authority and responsibility



• workplace project with a focus on enterprise environment and conditions.



Resources available from MINTRAC, telephone 1800 817 462.

MTMPS5601B Assess and purchase livestock – Volume IV


MTMPS5601B Assess and purchase livestock

Unit descriptor This unit covers the skills and knowledge required to identify, select and purchase livestock according to customer requirements and within enterprise livestock budgets. The selection, purchasing and transport of livestock has implications for the quality of the product and the profitability of the enterprise.


Application of the unit In a meat industry context, individuals working at this level exercise considerable responsibility and accountability within enterprise structures and are required to make primary contributions to the values, goals and operations of the enterprise. They will typically have responsibility for the establishment and review of systems for the site or department. They may work with the assistance of external experts to develop plans and strategies. This unit is of particular interest to livestock buyers but may also have relevance for production and finance personnel.



1.1 Livestock markets and methods are identified and selected to meet enterprise requirements.

1.2 Risks associated with the purchase of inappropriate livestock are analysed and risk management strategies identified.

1.3 Regulatory requirements relating to the sale and purchase of livestock are identified.

1 Identify livestock markets

1.4 Networks and alliances to ensure access to markets are established, and market intelligence is gained, according to legal and enterprise ethical requirements.



2.1 Enterprise specifications and requirements for livestock are confirmed, including Quality Assurance (QA) arrangements for and with producers.

2.2 Livestock inspection procedures are conducted according to OH&S and animal welfare requirements.

2 Select livestock

2.3 Livestock are selected according to enterprise and customer specifications.

3.1 Market conditions are analysed and trends in livestock quality and prices are monitored.

3.2 Terms of sale are negotiated according to enterprise requirements.

3.3 Livestock budget is monitored and corrective action is taken to address variations.

3 Purchase livestock

3.4 Documentation relating to purchase or sale is completed.

4.1 Transport of livestock is negotiated according to enterprise and animal welfare requirements.

4 Transport livestock

4.2 Transport of livestock is negotiated according to enterprise production schedules and requirements.

5.1 Quality of livestock is monitored against customer specifications and enterprise requirements.

5 Evaluate livestock purchases

5.2 Strategies for improving quality of purchases are recommended and implemented.


• Apply relevant communication and mathematical skills. • Assess livestock against enterprise specifications and determine fitness for purpose

(suitability for customer requirements and ability to meet customer specifications). This includes the identification of species and breeds in stockyards or paddocks and calculating dressed carcase weight to determine yield and product price.

• Communicate effectively with producers to provide feedback on enterprise requirements including the presentation of livestock.

• Complete purchase documents accurately. • Describe the characteristics of different species and breeds and their suitability for the

enterprise’s product. • Describe the identification of animals using brands, tags and tattoos.



• Develop open and constructive relationships with key livestock sales and transport personnel eg stock and station agents, producers, contractors.

• Estimate expected yield from species and breeds. • Evaluate industry methods for purchasing livestock and determine methods suitable for the

enterprise. • Explain international, national and local factors affecting the livestock market and describe

the implications for the enterprise’s operations. • Explain livestock classification and conformation or scoring system. • Gather and interpret processing and sales data, including customer feedback to analyse

quality of livestock purchased. • Identify and apply relevant OH&S and workplace requirements. • Identify customer specifications and the implications for the selection and purchase of

stock (eg required product or cuts, European Union closed system, Japanese ox). • Identify enterprise ethical standards and the implications for operations in the livestock

market. • Identify potential alliances, key stakeholder networks and information sources to facilitate

enterprise access to required livestock and livestock markets. • Interpret the implications of enterprise forecasts of orders and sales for the purchase of

livestock. • Manage livestock budget. This requires analysis of livestock market trends and enterprise

purchase history to determine quality and price parameters, calculating average purchase price per kilo and balancing purchase prices to achieve livestock budget targets.

• Negotiate enterprise requirements for transport of livestock with carrier including animal welfare requirements, enterprise production schedules and enterprise budget requirements.

• Obtain and secure documentation relating to livestock status, purchase and transport. • Outline producer quality assurance programs including ‘Cattle Care’ and ‘Flock Care’. • Outline regulatory requirements affecting the purchase and transportation of livestock. • Outline the effects of transportation on livestock and product quality. • Outline the symptoms of infectious and non-infectious diseases to be identified or

eliminated when assessing livestock. • Prepare livestock purchasing plans to meet enterprise forecasts of orders and sales. This

requires liaison with enterprise personnel to identify production livestock schedules and requirements, analysing enterprise orders and sales, and confirming livestock specifications.

• Present reports according to legal and enterprise requirements. • Use available communication and information technology to record, monitor and analyse

livestock purchase data, including fat scores, prices and pricing structures.




Industry context includes: • cost centres or departments operating semi-autonomously within guidelines of the parent enterprise or company, eg retail meat departments, boning rooms, food service and meat retail

• domestic and export establishments

• medium and large enterprises

• micro/small business employing fewer than five

• small business employing fewer than 100.


• animal welfare

• appropriately accredited saleyards


• consumer law


• environmental and waste management, sustainable work practices






• state and federal regulations regarding meat processing

• taxation law.

Market intelligence may be local, national and international and may be provided by:

• communications media – radio, TV, newspapers, internet

• government agencies eg DPIE, ABARE, ACCC, Aus Industry/Aus Trade

• industry associations

• research agencies and publications eg MLA, Feedback

• specialist journals and press eg breeder or producer, economic, agricultural, manufacturing

• standard yield analysis systems and standard costing arrangements may apply

• stock and station agents.

Selection of suitable cattle may be determined by:

• age, sex, size, condition

• breed or strain

• chemical application history

• cost

• end use



• feed history

• health anomalies

• number

• pregnancy status

• production records

• weight, fat cover, muscling.

Enterprise specifications may include:

• availability and delivery dates

• body conformation requirements

• number or head

• species and breeds

• use of AUS-MEAT language and descriptors.


• animal or manual handling

• confined spaces operations






⎯ head-wear


⎯ uniforms



• requirements set out in standards, codes of practice etc


Methods of purchasing livestock may include:

• Computer Aided Livestock Marketing (CALM)

• direct from feedlots

• forward contracting

• out of the paddock

• saleyard.

Documentation and certification of livestock may include:

• breeding

• chemical residue clearance

• electronic tagging or chips

• exotic and notifiable diseases

• feed history



• Hormonal Growth Promotant (HGP) status

• National Livestock Identification System (NLIS)

• National Residue Survey (NRS)

• tail tags

• treatment and with holding periods.

Communication may: • be inclusive of the cultural, ethnic and social diversity of individuals and groups

• include use of data bases, e-commerce systems, grading and scoring systems

• involve use of negotiation, persuasion and assertiveness skills

• occur in a variety of sensitive, conflictive, collaborative and supportive environments

• be formal or informal and involve face-to-face and technological and electronic methods

• require analysis and presentation of complex concepts, technical information, mathematical information and other data in simple or complex formats

• require preparation of reports which may be complex, contain information from a range of technical sources and include mathematical and graphic information and data.

Mathematical skills may relate to complex actual and hypothetical technical and financial modelling, calculations and interpretation and analysis. Mathematical information may be complex and relate to product and product quality, financial operations, personnel, operations, sales and turnover, exports, etc.

Livestock sales and transport personnel may include:

• auctioneers

• livestock breeders or producers

• stock and station agents

• transport vendors, drivers, agents.








Key stakeholders may include:

• company owners, directors, shareholders, financiers

• competitors

• management and employees

• suppliers, customers, consumers



• unions and employer associations.

Information sources for livestock purchases may include:

• electronic marketing

• private consultations

• rural news, rural newspapers

• stock and station agents

• word of mouth.

Carrier’s terms of engagement may include:

• cost per kilometre

• number per truck or deck or selection

• points (long trip)

• quality of service

• time for trip.

Producer quality assurance arrangements may include:

• Cattle Care

• European Union closed system or HGP status

• Flock Care

• Quality Assurance Certification feedlots.







Competency must be demonstrated through sustained performance over time, at an appropriate level of responsibility and authority under typical operating and production conditions for the enterprise.






• access to stockyards

• relevant equipment and materials


⎯ customer and workplace specifications

⎯ electronic and online livestock data



⎯ workplace policy and procedures.


• a third party referee report of sustained performance at an appropriate level of authority and responsibility

• assignment focusing on the understanding and application of principles and theory to workplace operations

• simulation

• workplace projects with focus on company environment and conditions.




Australian Quarantine and Inspection Service (www.aqis.gov.au).

Department of Agriculture, Fisheries and Forestry (www.affa.gov.au).

Livecorp (www.livecorp.com.au), LEAP program.

Meat and Livestock Australia (www.mla.com.au):

• Australian Cattle and Sheep Industry Overview (March 2006)

• Australian Cattle and Sheep Industry Projections (March 2004)

• Cattlecare

• Flockcare

• Meat & Livestock Australia Weekly

• NLIS – Australia’s system for livestock identification and traceability

• The Lamb Guide (March 2003)



• Tips & Tools:

⎯ Boer Goat Genetics for Meat Production (October 2000)

⎯ Controlling Bovine Respiratory Disease in feedlot cattle (July 2001)

⎯ KIDPLAN – goat genetic system (March 2000)

⎯ Managing glycogen to improve meat quality in lamb and sheepmeat (March 2000)

⎯ MSA Information Kit (December 2001)

⎯ Meat Standards Australia beef information kit.

MLA National Livestock Reporting Service (www.mla.com.au – Market Information/Domestic Markets):

• Daily livestock indicator report – eastern states

• Hide report – eastern states

• Over the hooks reports – each state

• Skin Report – eastern states

• Slaughter report – eastern states (all species)

• State summaries (cattle or sheep)

• Sydney wholesale report (all species)

• Weekly livestock indicator report.

MTMPS5602B Analyse and develop enterprise systems for new opportunities – Volume IV


MTMPS5602B Analyse and develop enterprise systems for new opportunities

Unit descriptor This unit covers the skills and knowledge required to evaluate and develop production systems which are suited to the company’s products and goals, are cost efficient and to ensure that products meet enterprise and customer specifications. The design of the production system affects the quality of product processed. The analysis and development of enterprise production systems gives an enterprise the flexibility to become an innovative organisation, take on new opportunities and strengthen or expand its market.


Application of the unit At this level individuals exercise considerable autonomy, responsibility and accountability within enterprise structures and are required to make primary contributions to the values, goals and operations of the enterprise. They will typically have responsibility for the establishment and review of systems for the site or department. They may work with the assistance of external experts to develop plans and strategies.

This unit is suitable for senior managers, (Chief Executive Officers (CEOs), Chief Finance Officers (CFOs), Directors of meat processing and smallgoods enterprises, building a culture of innovation in a meat industry context.



1.1 Enterprise mission, direction and objectives are analysed.

1.2 Impact of current and future market trends and business environment on enterprise goals and operations is determined.

1 Analyse effectiveness of enterprise production system to meet enterprise goals

1.3 Production system requirements to meet enterprise goals are determined.



1.4 Capacity of the existing system to meet enterprise goals is assessed.

1.5 Existing systems are analysed to identify system strengths, weaknesses and problem areas.

2.1 New, reconfigured or redesigned systems and components are researched.

2.2 New, reconfigured or redesigned systems and components are evaluated for suitability for enterprise product, feasibility and cost, and outcomes reported to stakeholders.

2.3 Enterprise commitment to a new, reconfigured or redesigned system is obtained.

2.4 Resource requirements are identified, agreed upon and included in enterprise planning.

2 Identify and evaluate alternatives

2.5 Sources of resource support are identified and evaluated.

3.1 Specifications for new, reconfigured or redesigned system are developed.

3.2 New, reconfigured or redesigned system is commissioned.

3.3 Implementation strategy, including work redesign, is planned, communicated and negotiated with stakeholders.

3.4 Impact on personnel is identified and strategies to facilitate change are prepared.

3.5 Training plans are developed, resourced and implemented.

3 Implement solutions

3.6 Procedures and controls are developed, tested and refined.

4.1 Performance criteria for the new, reconfigured or redesigned system are established.

4.2 Performance data is collected, analysed and reported.

4.3 Progress and performance are reported to stakeholders.

4 Monitor production process

4.4 Strategies for improvement are identified in consultation with the team and built into continuous improvement and planning processes.




• Analyse performance information and prepare reports for stakeholders. • Analyse the organisational environment to assess capacity for, and impact of changes to,

systems and operations. • Apply in-depth product knowledge in determining the processing requirements for species

or products according to customer and enterprise requirements, including methods, technology, quality, speed of production.

• Apply relevant communication and mathematical skills. • Assess alternative configurations of technology, labour, processes, organisation and layouts

for process flow effectiveness. • Compare capability of existing production system with market potential and capability of

alternative systems. • Determine criteria for evaluating alternative production systems and system components.

This will include reference to product specifications, yield and quality, technical requirements and cost.

• Develop a communication strategy for involving the workforce, negotiating changes and reporting progress.

• Develop data collection and recording systems linked to systems performance criteria. • Establish goals and performance criteria for operation of the production system. • Estimate the impacts of enterprise forecasts and changes in the industry (including

technology) and in the market on enterprise resource requirements, operation and sales. • Evaluate the consequences and change implications of adopting new, reconfigured or

redesigned systems on overall operation of the plant, including the impact on personnel. • Flowchart the movement of products and resources along the chain or process line to

identify strengths and weaknesses. • Identify and apply relevant OH&S, workplace and regulatory requirements. • Identify and resolve industrial relations issues related to changes in systems. • Identify enterprise goals and directions and the implications for enterprise operations. • Prepare action plans for the implementation of new systems including commissioning of

the new system, timelines, resources and training and change facilitation strategies to assist personnel implement new, reconfigured or redesigned systems.

• Prepare and justify budgets for the introduction of new systems or components. This covers calculating the costs of retaining the current system and the costs of setting up and operating new, reconfigured or redesigned systems, including initial costs, ongoing costs and payback periods.

• Prepare and present recommendations in formats, language and styles appropriate for the audience.

• Present reports according to legal and enterprise requirements. • Quantify and cost the resources required for optimum operation of existing systems,

including utilities and energy, personnel, equipment and stock. • Research and analyse market intelligence, trends and forecasts to identify possibilities for

the enterprise.



• Research and evaluate available systems (eg technology and equipment, processing methods and techniques, work design) appropriate for enterprise product.

• Research and evaluate sources of support including government and private, financial and other support.

• Review existing procedures and controls or develop new ones to facilitate systems operations according to enterprise and regulatory requirements. This will include integration with enterprise quality and food safety systems.

• Seek external advice where appropriate, for example from technology and equipment manufacturers, architects, engineers and tradespeople.

• Use a range of quality and evaluative tools to analyse the capability of enterprise systems to meet future projections.

• Use available communication and information technology to complete forecasts, analyses and modelling, where required.




• medium and large enterprises.

Criteria for evaluating alternative systems and configurations may include:

• capacity, eg volume, speed, life span

• compliance with relevant design and operating standards, codes, regulations

• energy requirements

• personnel requirements

• safety

• set up and operating costs

• waste and environmental impact.

Stakeholders may include: • company owners, directors, shareholders, financiers

• competitors




Performance criteria may include:

• environment, eg reduction in energy consumption

• financial, eg changes in cost of production per unit,



reduction in waste, reduction in maintenance costs, reduction in utility costs, increased rates of production

• human resource requirements, eg staffing levels, salary savings, multi-skilling, safety

• quality, eg reductions in returned product, non-conformances, recalls, on-time completion of contracts.

Product knowledge may include:

• impact on processing, handling, storage techniques on product quality, eg taste, texture, shelf life

• requirements for handling particular species or raw materials eg, food safety, stunning procedures, equipment capacity and design, cooking, preservation techniques

• suitability of species, meat and meat products for further processing.


• involve information and communications technology including data bases, internet search and e-commerce services etc

• involve the use of negotiating, persuasion and assertiveness skills

• occur in a variety of sensitive, conflictive, collaborative and supportive environments, may be formal or informal and involve face-to-face and technological and electronic methods



Mathematical skills may relate to complex actual and hypothetical technical and financial modelling, calculations, interpretation and analysis. Mathematical information may be complex and relate to product and product quality, financial operations, personnel, operations, sales and turnover, exports, etc.

Production system and system components may include alternative combinations and configurations of:

• human resources including management practices, work practices

• job or work design

• operational sequencing and flows

• plant layout and construction

• technology and equipment.







⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms












• animal welfare


• consumer law




• export


• food standards and food safety including licensing and registration, processing and transporting of meat for human consumption, food safety, labelling of ingredients etc



• OH&S




• risk management


• superannuation

• taxation

• traineeship requirements.

Resources may include: • energy and water

• equipment and technology

• operating finance and capital

• personnel.

Market intelligence may be from a range of local, national and international sources including:

• enterprises, including competitors

• government departments and agencies


• professional associations

• technical and research journals and publications.

Modelling may be manual or computerised.












• a workplace environment with typical operating and production conditions.

• access to industry research in relevant areas

• appropriate authority and responsibility

• enterprise business plan

• enterprise system information.








Allen, J 2006, Culture Change Planner, Human Resources Institute, Vermont (www.healthyculture.com/Articles/Ccplanner.html).

Association for Project Management 2006, APM Body of Knowledge, 5th edn, Association for Project Management (www.apm.org.uk).

Christensen, CM & Raynor, ME 2002, The Innovator’s Solution, Harvard Business School Publishing, Massachusetts.

Heerkens, GR 2003, Project management, McGraw-Hill, New York.

Heidman, K 2003, Project Management JumpStart, Sybex, California.

Kaplan, RS & Norton, DP 1992, The Balanced Scorecard.


DIY kits:

• Beef landing cradle including (1998) – including design kit and video

• Bovine jaw boning clamp (1998) – including construction kit and video

Projects:

• International Comparisons – in the beef processing



industry (1993) PPI 066

• Mechanically Assisted Boning System (1995) Project M.284

• Productivity Improvement Model (1995) Project M.390

• Slaughter Floor Systems Simulation (1994) Project USQ.002

Publications:

• Benchmarking – Sheep processing (1994) PPI 076

• Industrial Applications for Co-Products Workshop Proceedings (2003) PPI 273

• Marketing Australian red meat in Australia and around the globe (2005)

• Marketing Red Meat in Australia (2002)

• MLA Industry Programs Plan 2005-06 to 2007-08

• Partners in Innovation – Program Information Kit

• Performance of the Australian Meat Processing Industry (1994) PPI 074

• Speaking a common language (2003) SCM 001.

• Supply chain management case studies (2005)

Project Management Institute 2000, A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 edn, Project Management Institute, Pennsylvania.

Wycoff, J Ten practical steps to keep your innovation system alive and well (http://www.thinksmart.com).

Heidman, K (2003) Project Management – Jump Start

Project communications Management. A guide to the Project Management body of knowledge (PMBOK guide) 2000 edition, Project Management Institute, PA

http://www.healthyculture.com/Articles/Ccplanner.html, Judd Allen, Ph.D with editorial assistance from Michael O’Donnell, Ph.D., Wiiliam Baun, M.A and Shari

Diploma of Meat Processing resources including customisation plans, trainers guides, learners guides, assessment tools and evidence maps available from MINTRAC, telephone 1800 817 462.

MTMPS5603B Develop, manage and maintain quality systems – Volume IV


MTMPS5603B Develop, manage and maintain quality systems

Unit descriptor This unit covers the skills and knowledge required to establish, maintain and control an enterprise quality system. It also covers the skills and knowledge needed to lead people, manage systems and build quality into all enterprise systems and operations. The development and management of quality systems affects the ability of the enterprise to operate in specific markets and influences customer and consumer confidence in enterprise products.


Application of the unit This unit is of particular interest to Quality Assurance (QA) managers and personnel, production managers and supervisors operating in a meat industry context. At this level individuals exercise considerable responsibility and accountability within enterprise structures and are required to make primary contributions to the values, goals and operations of the enterprise. They will typically have responsibility for the establishment and review of systems for the site or department. They may work with the assistance of external experts to develop plans and strategies



1.1 Policies expressing the organisation’s commitment to the quality system and processes are developed.

1.2 Legislative requirements for enterprise quality systems are identified.

1 Establish requirements of the quality system

1.3 Scope and objectives of the quality system are determined, including links with all enterprise operations, customers, suppliers and contractors.



1.4 Quality performance standards, including customer and supplier service standards, are established consistent with the direction and goals of the enterprise.

1.5 Resource requirements are identified and included in financial, human resource and operational plans.

2.1 Quality systems are selected and designed to meet enterprise, customer and regulatory requirements.

2.2 Quality principles underpin all enterprise operations to achieve business goals and performance standards.

2.3 Responsibilities for development, implementation and operation of the system are clearly defined and communicated.

2.4 Personnel from all levels and areas of the organisation are involved in the development and implementation of the quality system.

2.5 System components, procedures and supporting documentation are developed and validated.

2.6 Consultative and communication strategies are developed to link the quality system with all aspects of enterprise operations.

2.7 Supplier or contractor service standards and audit requirements are determined and negotiated.

2 Design and prepare for the quality system

2.8 Performance measures and indicators are developed to measure performance against policies, goals and performance standards.

3.1 Implementation plan is prepared and resourced.

3.2 Training plans to provide personnel at all levels with quality concepts and skills are prepared and resourced.

3.3 Quality system requirements and customer focus are addressed in the establishment, operation and evaluation of all enterprise systems.

3.4 Control and preventative action measures are identified and validated.

3 Implement and monitor the quality system

3.5 Corrective action procedures are developed and monitored.



3.6 Procedures for reporting, recording and responding to non-conformances and non-compliances are established.

3.7 Customer and supplier service standards are monitored and documented.

3.8 Quality data is collected and analysed, and implications reported.

3.9 Quality costs and performance are monitored.

3.10 Quality system is prepared for external review and approval by relevant authorities.

4.1 Impacts of the quality system on enterprise operations are monitored and reviewed.

4.2 Responses to customer complaints and requests are resolved and used to improve the system.

4.3 Procedures for the ongoing identification and resolution of issues are established.

4.4 Quality system is updated for changes in process, technical information, customer and regulatory requirements.

4.5 Stakeholders are included in decision making and continuous improvement processes and strategies.

4.6 Quality results, findings and conclusions are fed into improvement processes.

4.7 Costs and benefits of the quality system are analysed.

4 Continuously improve the quality system

4.8 Quality goals and targets are continuously reviewed.

5.1 Certification of product and processes consistent with quality outcomes is completed according to customer and regulatory requirements.

5.2 Regulatory authorities and agencies are promptly notified of breaches and non-compliance incidents.

5 Communicate quality outcomes

5.3 Quality outcomes are used to promote public confidence in enterprise products and services.




• Analyse complex statistical data and prepare corrective responses to non-conformances and variations identified in the data, relevant to enterprise quality systems and operations.

• Apply quality concepts and tools to problem-solving and the development of quality data collection, data management systems and analysis strategies.

• Apply relevant communication and mathematical skills. • Apply substantial product and process knowledge to the development of the quality system

and the interpretation of quality data. • Communicate quality goals, requirements and findings to stakeholders in formats and

styles appropriate to the context and purpose. • Consult, negotiate with and report to regulatory authorities openly and promptly, consistent

with enterprise ethical standards. This includes the notification of breaches and the preparation of non-compliance reports.

• Describe the key concepts, philosophies and tools of quality management. • Describe the management and organisational structure of the enterprise and its impact on

enterprise systems. • Describe the role audits play in a quality system. • Develop consultative and feedback procedures and opportunities for identification and

resolution of quality issues and problems. • Develop continuous improvement processes and team building using the ‘plan, do, check,

act cycle’. • Develop quality policies for the enterprise in consultation with senior management and

other stakeholders. • Develop workforce commitment, capability and responsibility for the quality system. This

involves identifying, negotiating and scheduling training, inclusion of responsibilities and duties relating to quality system implementation and integration in all job descriptions and work instructions, clear communication of responsibilities and requirements, delegation of tasks and responsibilities and inclusion of the workforce in consultative and continuous improvement processes.

• Ensure the quality system meets legislative and regulatory requirements. • Exercise judgement, pragmatism and quality knowledge in the management and resolution

of quality issues and problems. • Explain documentation requirements of the quality system (including levels) and their

roles in the functioning of the system, including the requirement for effective and secure quality record-keeping systems.

• Explain enterprise goals and directions and their implications for the quality system. • Identify and apply relevant OH&S and workplace requirements. • Identify and describe process capability. • Identify appropriate monitoring systems and strategies to support the enterprise quality

system. • Identify the applicable quality standards, regulations, codes, legislation and customer

requirements for the quality system and explain the implications for the enterprise. • Identify, research and update sources of quality information and advice including technical

and regulatory information to support enterprise quality system.



• Lead personnel (eg HACCP team, management, quality team, meat inspection team, laboratory, maintenance teams, processors and operators) in the implementation and improvement of the quality system.

• Monitor and analyse the costs of the quality system, including prevention costs, appraisal costs, total quality costs and failure costs.

• Monitor and certify processes and product to meet third party requirements (eg importing country, public health requirements, customers).

• Outline the legal requirements for the establishment and maintenance of the enterprise QA system including responsibilities for reporting breaches to authorities and implementing audit findings.

• Outline the principles and functions of hazard analysis and control, validation (including auditing) and verification in quality systems.

• Oversee audit processes (internal and external), act on audit findings and provide feedback to personnel for improvement of the system.

• Oversee the preparation for third party certification (where appropriate). • Plan and resource the enterprise training strategy, consistent with regulatory requirements,

to assist personnel at all levels in the implementation of the quality system. • Prepare and sign off quality policies, manuals and documentation for the enterprise,

including the preparation and updating of preventative, corrective and responsive procedures and strategies, supplier criteria and specifications, supplier and contractor audit requirements.

• Prepare quality implementation plans, identifying goals, key personnel and areas, resources, strategies, timelines and milestones.

• Present reports according to legal and enterprise requirements. • Resolve customer complaints promptly and provide corrective action responses. • Use appropriate questioning, observation, listening and recording skills in the collection

and monitoring of quality data. • Where quality systems are based on HACCP principles or good manufacturing practice,

explain these principles and the implications for the enterprise quality system.


Quality systems may include: • Australian, and Australian and New Zealand Standards

• food and meat safety

• industry specific standards

• international standards eg ISO 9000 series

• Meat Safety Enhancement Program (MSEP)

• Meat Safety Quality Assurance (MSQA)

• Personal Qualities Assessment (PQA)



• trade description and certification systems.




Requirements of the quality system may include:

• control of documents, data, quality records

• coverage of contracts, purchasing, supply, processing, handling, storage, packaging, preservation, storage and delivery of meat and meat products

• definition of management responsibilities

• design and process controls

• inspecting and testing, control of non-conforming product, preventative and corrective action, auditing

• management of links and impacts on all systems within the enterprise

• production identification and traceability

• training.

Systems components and procedures include:

• correction eg disposition, corrective action, liability management, customer complaint resolution

• prevention eg training, operator feedback, manuals, technology and equipment reliability and maintenance, statistical collection and information, supplier QA, Standard Operating Procedures (SOPs) and work instructions.

Systems for the communication of quality outcomes may include:

• development of quality teams

• newsletters, bulletins, awards

• problem-solving teams and sessions

• quality meetings or circles

• training.

Certification may include: • AUS-MEAT certification


• Meat Standards Australia (MSA) certification

• state or public health requirements.

Statistical data analysis may include:

• correlation and regression analysis, bi-variate and multi-variate analysis

• distribution

• estimating and hypothesis testing

• management



• probability and statistical inference

• process stability, capability and management

• reliability planning

• sampling

• statistical process control requirements, charting applications

• variations and variation monitoring.

Quality tools may include cause and effect and fish bone diagrams, control charts, data points, flow charts, histograms, prioritisation matrices, process improvement models, process capability, pareto charts, team structures, etc.

Data management systems may be manual or computerised, cover data collection, data monitoring and data analysis and interpretation and may include:

• bar coding, identification, tagging and traceback systems

• calculators

• charting and graphing materials

• computer software packages including spread sheets, statistical analysis packages

• computerised equipment

• manual measuring equipment (eg thermometers, pressure gauges, scales)

• monitoring sheets, records, etc.

Data analysis and interpretation may include:

• Acceptable Quality Level (AQLs)

• Chemical Lean (CL) levels

• microbiological analysis, eg Total Viable Counts (TVC), e-coli counts

• process capability analysis

• process variation analysis

• product monitoring

• statistical process control

• temperature eg cooling and chilling rates.

Communication may: • be with culturally, ethnically and socially diverse individuals and groups

• involve information and communications technology including data bases, internet search and e-commerce services, etc


• be formal or informal and involve face-to-face, technological and electronic methods





Mathematical skills may relate to complex actual and hypothetical technical and financial modelling, calculations and interpretation and analysis. Mathematical information may be complex and relate to product and product quality, financial operations, personnel, operations, sales and turnover, exports, etc.

Audits of performance may include:

• compliance with regulatory requirements

• external reviewers

• human resource performance

• QA including meat and food safety

• safety, energy and environment.


• competitors




Where the quality system relates to food safety, relevant documentation may include:

• amendment registers

• Critical Control Points (CCP) monitoring forms and additional monitoring requirements and supporting programs

• Critical Control Points (CCP) work instructions

• HACCP audit table

• HACCP team register, product description and use

• process flow charts, factory floor plan, hazard analysis table

• schedules relating to hygiene, cleaning and sanitation procedures, work instructions, approved chemicals, calibration, pest control, training, product identification and recall.





⎯ coat and apron



⎯ head-wear




⎯ mesh apron




⎯ uniforms







• QA requirements




Process capability includes: • operational capability (resources, risks, opportunities, commitments)

• technical capability (personnel, equipment, systems, suppliers).

Monitoring systems and strategies may include:

• audits and reviews

• feedback from stakeholders

• inspection and testing procedures and regimes (including chemical and microbiological testing procedures) for validation and verification

• statistical collection and analysis.

Quality costs include: • appraisal (eg design appraisal, inspection, depreciation of quality equipment, process control, end product testing)

• failure (eg scrap and waste, reinspection or retesting, disposal, down time, product downgrading, product liability, loss of custom, returned product, complaints)

• prevention (eg training, auditing, process control engineering, testing, reporting, recall systems).

Performance measures for the total quality cost may include:

• quality cost per kg of product

• quality cost per dollar of direct production costs.

Audit processes include planning, establishing controls, developing the team, conducting entry/exit meetings, controlling caucus meetings, issuing corrective action requests, preparing reports, giving feedback and input into the improvement of the system.

Internal and external auditors operate under appropriate internal or external codes of ethics.

Third party certification may • Australian Quarantine Inspection Service (AQIS)



include: accountabilities, inspection stamps/seals

• customer requirements and specifications, including importing country requirements

• licensing or registration requirements

• national or international quality endorsement

• product description and certification.


• animal welfare


• consumer law









• taxation.

Customers may be internal or external.

Monitoring and analysis may be periodic (hourly, daily, weekly, etc) or in real time (electronically).














• establishment’s quality system, performance data








• a third party referee report of sustained performance at an appropriate level of authority and responsibility


• workplace projects which focus on the company environment and conditions.



ARMCANZ, 1998 Microbiological Testing for Process Monitoring in the Meat Industry, Stage 1 Guidelines.

AS/NZS ISO 9001:2000 Quality management systems (www.saiglobal.com).

AS/NZS ISO 19011:2003 Guidelines for quality and/or environmental management systems auditing (www.saiglobal.com).

BSI Global (www.bsi-global.com/index.xalter) – develops UK standards; certifies accredited management systems; develops products to meet regulations.

Chang, RY & Kelly, PK 1994, Satisfying Internal Customers First: A practical guide to improving internal and external customer satisfaction, Richard Chang Associates, California.

Chang, RY & Niedzwiecki, ME 1995, Continuous Improvement Tools: A Practical Guide to Achieve Quality Results, Volume 1, Richard Chang Associates, California.

Chang, RY & Niedzwiecki, ME 1995, Continuous



Improvement Tools: A Practical Guide to Achieve Quality Results, Volume 2, Richard Chang Associates, California.

Hutton, DW 1994, The Change Agents’ Handbook: A survival guide for quality improvement champions, American Society for Quality Control, Wisconsin.

International Organization for Standardization (www.iso.org).

Joint Accreditation System of Australia and New Zealand (www.jas-anz.com.au) – accreditation body that certifies management systems, products and personnel.

Juran Institute (www.juran.com) – ‘provides a wide range of training and consulting services designed to improve overall business performance and attain quality leadership’.

Juran, JM & Godfrey, AB 1998, Juran’s Quality Handbook, 5th edn, McGraw-Hill Professional.


• Coagulase Positive Staphylococci on Beef Carcases (1997) PPI 134

• Escherichia coli on Beef Carcases (1996) Project CS.268 • Management and Employee Attitudes Towards Quality

Systems MSRE.001 • Microbiological Testing for the Meat Industry (1999)

Project M.943 • Safe Beef Carcase – Export Chilling Procedures (1999)

project PMSQS.006A • Sampling and Test Protocols (1997) Project MSHE.003 • The Effectiveness of Knife Sterilisation Between Spear

Cuts During Mutton Dressing (1997) Project MSQS.012.

Oakland, JS 1995, Total Quality Management: The Route to Improving Performance, 2nd edn, Butterworth Heinemann, Sydney.

Paradigm Software (www.paradigmsoftware.com) – weighing software.

Quality America (www.qualityamerica.com) – statistical process control and document control software; ASQ Certification materials; SPC Training; Six Sigma software.

Quality Digest’s 2005 ISO Standards Software Directory (www.qualitydigest.com/pdfs/isosoft.pdf) – for ISO9001 registration.

QSoft Guide.com (www.qsoftguide.com) – DocBase Direct document management system for ISO9001.

Sashkin, M & Kiser, KJ 1993, Putting Total Quality Management to Work, Berrett-Koehler Publishers, California.

Standards Australia (www.standards.org.au) – develops Australian Standards.

MTMPS5604B Manage maintenance systems – Volume IV


MTMPS5604B Manage maintenance systems

Unit descriptor This unit covers the skills and knowledge required to develop maintenance strategies which cause minimal disruption to plant operations and which are cost efficient. An enterprise’s maintenance system influences the cost and quality of the product and the safety of the workforce and environment.

Employability Skills The required outcomes described in this unit of competency contain applicable facets of Employability Skills. The Employability Skills Summary of the qualification in which this unit of competency is packaged, will assist in identifying Employability Skill requirements.

Application of the unit At this level individuals exercise considerable responsibility and accountability within enterprise structures and are required to make primary contributions to the values, goals and operations of the enterprise. They will typically have responsibility for the establishment and review of systems for the site or department. They may work with the assistance of external experts to develop plans and strategies. This unit is particularly useful for maintenance managers, plant engineers and production managers working in a meat industry context.



1.1 Maintenance costs including the cost of poor maintenance procedures are identified and quantified.

1.2 Management commitment to a productive maintenance strategy is negotiated and confirmed.

1.3 Enterprise performance is benchmarked against agreed standards, and maintenance policies and priorities are developed.

1.4 Maintenance system goals are developed through negotiation with stakeholders.

1 Prepare maintenance policies

1.5 Communication strategies are established to build positive workforce attitude and commitment to maintenance.



2.1 Resource requirements are identified, secured and included in enterprise budgets and operational plans.

2.2 Location of the maintenance function and/or team within enterprise structures is determined.

2.3 Profile of the maintenance function and/or team within enterprise structures is determined.

2.4 Roles and responsibilities of equipment users and the maintenance team are clarified and built into position descriptions and work instructions.

2.5 Mentoring and training in the use and care of technology and equipment is provided to support the maintenance strategy.

2.6 Maintenance procedures and schedules are prepared to minimise negative impacts on production, costs, waste and the environment.

2.7 Record-keeping systems are developed and maintained.

2.8 Potential risks are analysed and management strategies recommended.

2.9 Contingency plans are prepared in collaboration with the workforce, suppliers and customers.

2 Implement maintenance management system

2.10 Maintenance schedules and procedures are effectively communicated to the team.

3.1 Continuous improvement strategies are developed.

3.2 Performance criteria for maintenance goals are determined and data collection strategies established.

3 Monitor and review maintenance management system

3.3 Performance information and outcomes are analysed and implications reported to stakeholders.


• Apply relevant communication and mathematical skills. • Consult with key personnel, people on the floor, delegates, suppliers, contractors and

equipment manufacturers to determine appropriate maintenance strategies, procedures and schedules.

• Determine and recommend the need for capital expenditure for the replacement of plant and equipment.



• Develop maintenance policies and strategies. This includes establishing criteria for determining maintenance priorities and planning and scheduling routine equipment and overhead maintenance to meet quality system requirements.

• Develop secure record-keeping procedures to document maintenance costs, problems, priorities, solutions, schedules and completions.

• Develop workforce commitment to effective maintenance strategies. This includes implementing strategies for devolving the identification of maintenance needs to the floor, developing consultative and cooperative problem-solving strategies, negotiating changes in work practices.

• Establish and monitor performance targets for maintenance teams within performance planning and appraisal processes.

• Evaluate and recommend alternative maintenance policies and strategies. This includes evaluation of the costs and benefits of internal and consultant service models, changes in work roles and responsive/preventative models for maintenance.

• Identify and apply relevant OH&S, regulatory and workplace requirements. • Identify and describe maintenance issues related to the enterprise and their impact on the

productivity of the plant. • Identify cost elements in maintenance system costing and budgeting. • Identify plant and equipment falling under the scope of the maintenance program. This may

include steam generation systems, refrigeration systems, water and effluent systems and processing and production equipment, building, etc.

• Manage maintenance costs. This requires determining total maintenance costs based on maintenance service cost and machine breakdown cost, setting, justifying, and achieving maintenance budgets.

• Monitor performance of the system. This includes establishing indicators, setting up data collection strategies, analysing data to identify trends and isolate problems or problem areas, and measuring progress against targets.

• Outline relevant legislation and regulations, for example food safety and food standards, and industrial agreements, and explain the implications for plant and equipment maintenance.

• Outline the costs resulting from poor maintenance and the benefits of a preventative maintenance system.

• Outline the impact of poor maintenance on meat safety, meat and/or product quality, occupational and environmental safety.

• Prepare and implement contingency plans for dealing with risks, including equipment breakdowns and failures. This will include negotiation and planning with production personnel.

• Present reports according to legal and enterprise requirements. • Review maintenance strategies and goals within the enterprise, continuous improvement

and planning processes.

RANGE STATEMENT The Range Statement relates to the Unit of Competency as a whole. It allows for different work environments within the meat industry and situations that may affect performance. This includes any essential operating conditions that may be present with training and assessment depending on the work situation, needs of the candidate, accessibility of



the item, and local industry and regional contexts. Bold italics wording in the Elements and Performance Criteria, and Required Skills and Knowledge, is detailed below.

Industry context includes: • cost centres and departments operating semi-autonomously within guidelines of the parent enterprise or company, eg retail meat departments, boning rooms, food service and meat retail



Maintenance may be preventative, responsive or routine.


• competitors




Maintenance teams may include engineers, boiler makers, plumbers and gas fitters, electricians, carpenters, labourers.

Maintenance system goals and performance indicators may include reductions in:

• backlogs

• changes in attitude eg commitment to elimination of defects before they cause breakdowns, prevention, end to equipment abuse

• costs

• frequency of breakdowns

• length of time out of action

• roles or users of maintenance, problem-solving

• time of repairs.


• involve preparation of reports which may be complex, contain information from a range of technical sources and include mathematical and graphic information and data

• occur in a variety of sensitive, conflictive, collaborative and supportive environments, may be formal or informal and involve face-to-face and technological or electronic methods


• require persuasion, negotiation and assertiveness skills.

Mathematical skills may relate to complex actual and hypothetical, technical and financial modelling, calculations, interpretation and analysis. Mathematical information may be



complex and relate to product and product quality, financial operations, personnel, operations, sales and turnover, exports, etc.

Maintenance policies may include:

• preventative maintenance strategies such as:

⎯ replacing all parts of a certain type when one fails

⎯ replacing all parts after expected or average service life

⎯ servicing all equipment as per supplier recommendation and at fixed time intervals after average service life

• responsive maintenance strategies such as:

⎯ defined maintenance priorities eg chain breakdowns, chillers overheating vs leaking taps

⎯ defined repair or service turn around times eg within two hours or days of maintenance report.

Maintenance problems may include:

• breakdowns in lifting equipment, corning vats, smokehouses

• bug infested equipment eg water in lubrication systems and electrical boxes

• faulty air knives

• faulty thermostats in chillers, freezers, cool stores, display cabinets, hydraulic equipment

• leaking taps, hoses, pipes

• rust, peeling paint and surface coatings.

Devolution strategies may include:

• encouraging work areas to prioritise maintenance within specified budget

• including maintenance personnel in problem solving teams

• linking responsive and preventative maintenance to safety requirements and committees

• rewarding work area or team identification and achievement of maintenance targets.

Problem-solving strategies may include:

• cross functional, problem-solving, process improvement or maintenance teams

• suggestion boxes

• tool box, consultative committee, maintenance meetings.





⎯ coat and apron





⎯ head-wear


⎯ mesh apron




⎯ uniforms





• animal welfare


• consumer law

• corporate law including registration, licensing, financial reporting








• taxation.








Maintenance service costs are costs associated with the maintenance service, including labour, the cost of parts and materials, maintenance facilities, equipment and tools, training, etc.

Machine breakdown costs are costs associated with the loss of production, including damaged or destroyed product, under used labour, wasted energy and utilities, loss of contract or contract penalties, reduced capacity, etc.



Impacts of poor maintenance on meat safety and meat and product quality may include:

• contamination including physical (rust, dust, metal, moisture, etc) and microbiological

• damaged carcases or product

• refrigeration breakdowns causing incorrect temperatures and chilling rates causing toughening, rancidity, weight loss, micro-contamination.












⎯ financial data relating to maintenance costs







• assignment focusing on understanding and application of



principles and theory to workplace operations






Energy Management Brochures (1998).

MTMPS5605B Manage utilities and energy – Volume IV


MTMPS5605B Manage utilities and energy

Unit descriptor This unit covers the skills and knowledge required to identify enterprise utilities and energy requirements, and to manage their use, control waste and control costs. Utilities and energy are a significant cost component in the production of meat and meat products. Their efficient use affects the quality of the product, costs and profits.


Application of the unit This unit is of particular interest to maintenance, engineering, production, environment and finance personnel working in a meat industry context.

At this level individuals exercise considerable responsibility and accountability within enterprise structures and are required to make primary contributions to the values, goals and operations of the enterprise. They will typically have responsibility for the establishment and review of systems for the site or department. They may work with the assistance of external experts to develop plans and strategies.



1.1 Utility and energy requirements for all areas and operations of the enterprise are identified, consistent with workplace, customer and regulatory requirements.

1.2 Current utility and energy costs are measured and impact on profitability is identified.

1.3 Enterprise’s future utility or energy requirements are determined consistent with enterprise goals and directions.

1 Identify enterprise utility and energy requirements and costs

1.4 Utility and energy requirements and costs are included in all forward planning.



2.1 Performance standards and indicators are established, using agreed benchmarks and best practice methods.

2.2 Team commitment to utility or energy management is developed, using consultative approaches.

2.3 Systems for the accurate monitoring of utility and energy use and costs are developed.

2.4 Enterprise operations are audited to assess use, misuse and waste of utilities and energy.

2.5 Enterprise performance is monitored and systems and operations are adjusted or corrected.

2.6 Contingency plans for failure of utility or energy supply and service are prepared.

2 Monitor and control enterprise utility and energy use

2.7 Workplace safety systems and procedures are updated to include requirements for safe use of utilities or energy.

3.1 Strategies and/or procedures for more efficient use of utilities or energy and the minimisation of wastage are identified, evaluated and recommended.

3.2 Alternative utility or energy sources and services are assessed for availability, suitability for enterprise product, contribution to sustainability, operations and cost.

3.3 Appropriate utility or energy services are recommended and utility or energy supply conditions and charges negotiated.

3.4 Enterprise utility and energy performance is monitored and measured.

3.5 Performance information, including team feedback is analysed and reported to stakeholders.

3 Review performance and utility or energy costs

3.6 Recommendations for further improvements are prepared and implemented.


• Analyse utility or energy tariffs and charges and options available to the enterprise. • Apply relevant mathematical and communication skills. • Calculate and analyse enterprise utility or energy costs and their impact on production

costs.



• Communicate effectively with internal and external personnel with diverse roles, communication skills and cultures to determine utility or energy requirements and use.

• Consult with personnel across the enterprise to identify and resolve utility or energy waste problems.

• Determine current and future utility or energy requirements for enterprise operations. This includes analysing company goals, conducting utility or energy audits to identify consumption patterns and inefficiencies, measuring enterprise utility or energy consumption and cost, including waste, against agreed benchmarks.

• Develop performance measures and indicators for utility or energy consumption and costs, based on benchmarks and enterprise goals.

• Develop strategies for minimising and optimising utility or energy usage. This may include assessing and monitoring equipment performance, introducing energy efficient plant and equipment, comparing sources and recommending utility or energy substitution, changes to procedures, assessing and minimising non-working day use of utilities (eg lighting).

• Evaluate, cost and recommend alternative plant, equipment, procedures and utility or energy sources to improve efficiency. This includes researching sources, reviewing enterprise procedures, evaluating suitable alternatives for enterprise products and operations, and calculating initial and maintenance costs and payback periods.

• Explain principles and methods of heat transfer and how they impact on utility or energy use, waste and cost.

• Explain the concepts of base load and variable load of utility and energy services. • Explain the principles of demand control (including co-generation or outage) and peak load

shedding or shifting to minimise utility or energy costs. • Explain the steam generation process and its use as an energy source in the plant. • Identify and apply relevant OH&S requirements. • Identify cost components related to the use of utility or energy including capital, purchase,

replacement and maintenance costs for plant and equipment, payback periods and net utility or energy costs.

• Identify procedures and systems for measuring utility or energy use and waste, appropriate to the operations of the enterprise.

• Identify utility or energy supply status and sources available to the enterprise. • Include safety requirements of utility or energy use in workplace health and safety systems

and procedures. • Interpret and review performance information and recommend strategies for improvement. • Manage utility and energy costs. This will include calculating current utility or energy

charges, comparing and recommending supply sources and costs, monitoring utility or energy budget, determining the impact of changes in utility or energy costs on budgets and profitability and taking actions to correct budget variations.

• Prepare contingency plans relating to utility or energy supply failure and incidents, which include emergency and safety procedures, alternative supplies (eg co-generation) and communication strategies.

• Prepare reports, resource proposals and recommendations in styles, formats and language appropriate for the audience.

• Prepare strategies to spread utility or energy use to avoid supplier peak demand or cost periods.



• Present reports according to legal and enterprise requirements. • Recommend utility or energy suppliers and negotiate supply and costs. • Research best practice models in utility or energy assessment, planning, use and

sustainability, and assess their applicability for the enterprise. • Take action to improve own work performance as a result of feedback from others, self-

evaluation, or in response to changed work practices and technologies. • Utilise information and communications technology including budget and costing

modelling software to analyse costs of alternative utility or energy management or purchase strategies.



• domestic and export establishments.

Utilities and energy supply may be contestable or non-contestable and include:

• coal, wool, etc

• electricity, eg on site generation such as wind, oil or diesel, co-generation, hydro, gas or coal generated

• fuel oil, distillate, petrol

• gas (natural and bottled)

• telecommunications

• water and steam.






• sustainable work practices




• animal welfare


• consumer law








• relevant state and federal regulations regarding meat processing

• taxation

Benchmarks may be industry benchmarks established through partnerships or base figures determined by the enterprise.

Strategies for reducing costs of utility or energy supply may include:

• bulk purchasing alliances

• encouraging sustainability

• reducing use and wastage

• replacing external supplies with on-plant generation or co-generation (using wind, biogas methane, etc) at lower cost or at suppliers’ cost

• spreading use to avoid peak demand or cost periods through scheduling, computerised demand management systems

• substitution.

Utility and energy wastage and inefficient use may be caused by:

• equipment not suitable for the job

• equipment running unnecessarily

• equipment used constantly

• inefficient equipment

• poor maintenance of equipment, operating systems

• poor procedures.

Strategies and measures for measuring use and waste may include:

• cubic metres per tonne hot carcase weight or equivalent cattle weight

• departmental meters

• inflow and outflow comparisons

• litres per kilogram hot carcase weight or equivalent cattle weight

• unit of utility or energy per (tonne) dressed carcase weight

• unit of utility or energy per kilogram processed, manufactured or prepared product

• water – m3, $ per tonne HCW, m3, $ per kg of processed, manufactured or prepared product.


• competitors






Mathematical skills may relate to complex actual and hypothetical, technical and financial modelling, calculations, interpretation or analysis. Mathematical information may be complex and relate to product and product quality, financial operations, personnel, operations, sales and turnover, exports, etc.





• be formal or informal and involve face-to-face and technological/electronic methods



Utility and energy efficiency may relate to:

• characteristics of installed load

• cost saving measures not directly related to plant performance (eg lighting, after hours use)

• cost saving measures related to plant performance

• sustainability, green, co-generations

• tariffs.





⎯ coat and apron



⎯ head-wear







⎯ uniforms




Utility or energy supply status may include:

• contestable suppliers

• sole supplier

• supplier and purchaser ( buy enterprise generated surpluses).









Assessment must be conducted in a workplace context under normal production and operating conditions.




• simulation

• workplace projects with a focus on company



environment and conditions.





• Best Practice Wastewater Treatment (1998)

• Energy management brochures (1998)

• Environmental Management Systems Manual (Mar 1999) PPI 033

• Greenhouse and the red meat processing industry (Sep 1995) PPI 164.

Sustainable Energy Authority Victoria and EPA Victoria 2002, Energy and greenhouse management tool kit (www.seav.sustainability.vic.gov.au).

US Department of Energy 2004, Contracting for a Resource Efficiency Manager, A Federal Energy Management Program, Operations & Maintenance Center of Excellence Guidebook (www.energy.gov).

MTMPS5606B Benchmark enterprise performance – Volume IV


MTMPS5606B Benchmark enterprise performance

Unit descriptor This unit covers the skills and knowledge required to conduct benchmarking exercises, identify appropriate benchmarks and use them to focus enterprise operations and improve performance. In the meat industry benchmarking is a tool for measuring and developing an enterprise’s performance.


Application of the unit This unit is suitable for all managers working in a meat industry context and supports them in their responsibility for measuring, evaluating and improving enterprise proforma. This unit has applicability for engineers, refrigeration/chiller managers, production and operations managers, OH&S, environment, quality, Human Resources (HR), finance, livestock, logistics managers.




1.1 Benchmarking is identified in enterprise planning processes as a tool for achieving strategic goals.

1.2 Customer requirements, perceptions and satisfaction data are analysed to identify the need for improvement.

1 Identify the need for benchmarking

1.3 Scope and parameters of the benchmarking exercise are determined according to enterprise priorities and plans.



1.4 Benchmarking resource requirements are estimated and included in budgets and operational plans.

1.5 Benchmarking strategy is planned around realistic time frames and enterprise planning cycles.

2.1 Goals of benchmarking are developed in consultation with stakeholders.

2.2 Benchmarking teams are selected according to agreed criteria.

2.3 Team roles and responsibilities are confirmed and supported with training.

2.4 Benchmarking partners are identified, according to the scope, parameters and goals of the benchmarking exercise.

2 Prepare for benchmarking

2.5 Cooperative and open relationships are built with benchmark partners.

3.1 Logistical requirements and impacts of the benchmarking exercise are identified and negotiated with stakeholders.

3.2 Problem-solving processes are developed and agreed.

3.3 Enterprise or department functions, processes and operations are analysed and documented.

3.4 Partner’s functions, processes and operations are analysed and documented.

3.5 Comparisons of performance are made to identify commonalities, differences and gaps.

3 Determine appropriate benchmarks

3.6 Change strategies are developed from analysis and evaluation of divergences and gaps.

4.1 Opportunities for using benchmarking and benchmarking results in continuous improvement processes are identified.

4.2 Customer consultation and feedback is built into continuous improvement processes.

4.3 Enterprise personnel are supported through the change process.

4 Capitalise on benchmarking outcomes

4.4 Benchmarking information is utilised to develop the enterprise’s competitive advantage and market profile.




• Analyse and interpret a range of complex qualitative and quantitative data relating to enterprise operations and benchmarking activities.

• Apply relevant communication and mathematical skills. • Demonstrate ability to work effectively as an individual and as a member of a team. • Demonstrate effective communication, negotiation and leadership skills in a range of

benchmarking interactions eg with benchmarking teams, benchmarking partners, internal stakeholders dealing with change.

• Demonstrate problem-solving skills in a range of situations. • Determine criteria for the identification of appropriate benchmarking partners and

maintaining positive partner relationships, consistent with enterprise goals and directions. • Develop and implement a communication and marketing strategy to inform stakeholders

(including senior management, personnel at all levels of the organisation and customers) of benchmark goals, progress and outcomes.

• Develop and implement strategies for the resolution of logistic, resource, cultural, ethical and political issues raised during the benchmarking process, including scheduling team release and involvement, supporting individuals through change, managing group dynamics, confidentiality and commercially sensitive information, dealing with diversity.

• Develop and maintain positive relationships with benchmarking partners. • Develop performance indicators for the enterprise, function, department or process being

benchmarked. • Explain the role of performance indicators in benchmarking. • Identify and apply relevant OH&S, workplace and regulatory requirements. • Identify enterprise goals and directions and explain the role benchmarking can have in

achieving enterprise goals. • Implement the findings of benchmarking exercise. This includes interpreting benchmarking

results, identifying areas for improvements, building findings into targets and planning, identifying possible indicators of enterprise and/or department competitive edge and preparing a market profile.

• Outline the critical factors required for successful and effective benchmarking processes and outcomes, and the implications for enterprise benchmarking activities.

• Plan quantitative and qualitative data management strategies (collection, collation, analysis, presentation and reporting).

• Prepare a strategy for gathering and analysing customer feedback. • Prepare benchmarking action plans that specify resource requirements, methodologies,

milestones, communication strategies and timelines, and include mechanisms for linking with enterprise planning cycles and continuous improvement strategies.

• Present reports according to legal and enterprise requirements. • Take action to improve own work performance as a result of feedback from others, self-

evaluation, or in response to changed work practices and technologies. • Utilise information and communications technology including performance management,

project management, statistical and modelling software.







Benchmarking may be undertaken:

• between companies, including competitors

• between departments or sections:

⎯ boning, slaughter, rendering, stockyards, sales

⎯ curing, corning, smokehouse, rasher room

⎯ for functional areas eg human resources, finances, production, marketing and sales

• between sites

• between the company and industry

• internally, externally or across industries.


• competitors




Benchmarking teams may include:

• lead team

• preparation team

• visit team.

Benchmarking partners and benchmarks may be:

• competitors

• generic or cross industry

• industry

• internal.

Communication may: • be formal or informal and involve face-to-face and technological/electronic methods

• be inclusive of the cultural, ethnic and social diversity of individuals and groups

• involve preparation of reports which may be complex, contain information from a range of technical sources and include mathematical and graphic information and



data





Mathematical skills may: • be complex and relate to product and product quality, financial operations, personnel, operations, sales and turnover, exports, etc

• involve the use of information and communications technology and services, online and offline data bases, information management and storage systems, e-commerce etc

• relate to complex actual and hypothetical, technical and financial modelling, calculations, interpretation or analysis.






⎯ coat and apron



⎯ head-wear





⎯ uniforms












• state and federal regulations regarding meat processing




• animal welfare


• consumer law


• environmental impact, sustainability and waste management





• risk management


• taxation

Benchmarking data may include:

• input, output (process output) information

• performance indicators

• qualitative data, formal and informal feedback, reports, interviews

• quantitative data, statistics, surveys.




Three forms of evidence means three different kinds of evidence – not three pieces of the same kind. In practice it will mean that most of the unit is covered twice. This



increases the legitimacy of the evidence.






• access to appropriate information sources including industry standards and research data, similar businesses and industries

• enterprise system information

• workplace environment with typical operation and production conditions.




• simulation

• workplace projects with a focus on company environment and conditions.



Camp, RC 1995, Business Process Benchmarking: Finding and Implementing Best Practices, ASQC Quality Press, Milwaukee.

Chang, RY & Kelly PK 1999, Improving Through Benchmarking, Pfeiffer, Wiley Publishers, Indianapolis.


• Benchmarking of Environmental Performance – summary (Oct 1999) PPI 221

• Benchmarking of Environmental Performance (2004)

• Benchmarking – Sheep Processing (Dec 1994) PPI 076

• International Comparisons in the Beef Processing Industry (1993) PPI 066

• Performance of the Australian Meat Processing Industry (1994) PPI 074.

MTMPS5607B Manage and improve meat industry plant operations – Volume IV


MTMPS5607B Manage and improve meat industry plant operations

Unit descriptor This unit covers the skills and knowledge required to plan and monitor an enterprise’s operations from the receipt of stock and material, through processing and manufacturing options, transport, distribution and storage, to delivery to the customer. It also includes the skills and knowledge to ensure that the operations are managed in a cost efficient and effective way.


Application of the unit This unit is particularly suitable for operations managers, or production managers with plant or department level responsibility for operations within a meat industry context. It provides all production personnel with an integrated approach to operations management.

At this level individuals exercise considerable autonomy, responsibility and accountability within enterprise structures and are required to make primary contributions to the values, goals and operations of the enterprise. They will typically have responsibility for the establishment and review of systems for the site or department. They may work with the assistance of external experts to develop plans and strategies.



1.1 Enterprise directions, goals and forecasts are analysed to establish the parameters for enterprise operations.

1.2 Industry, market and enterprise information is gathered and analysed to determine short and medium term implications for enterprise operations.

1 Assess operational requirements

1.3 Operational budgets and strategies to achieve forecasts are prepared and resource requirements obtained.



1.4 Operational productivity and performance measures to meet enterprise goals are determined.

2.1 Work organisation and performance patterns are reviewed for safety, efficiency and to maximise team contribution and satisfaction.

2.2 Systems and technologies are developed to facilitate cost efficient and effective operations and to meet production, quality, waste, environmental and safety targets.

2.3 Product/process flows are reviewed for optimum performance.

2.4 Systems monitoring and control procedures are established to maximise performance.

2.5 Contingency plans are prepared.

2.6 Operational assets are identified and asset management strategies are recommended.

2 Plan operations for optimum efficiency and effectiveness

2.7 Action plans to implement change are prepared.

3.1 Operational requirements for inputs, personnel, equipment and transport are identified.

3.2 Plans and schedules are prepared to meet customer requirements.

3.3 Systems to control costs, energy consumption, waste, environmental impact, quality and food safety are implemented.

3.4 Work organisation strategies are planned and reviewed in consultation with the workforce.

3.5 Opportunities to maximise yield and gain commercial value from total production are identified and evaluated.

3.6 Operations are monitored and adjusted, consistent with operational plans and budgets.

3 Manage operations

3.7 Consultation and collaboration are used to identify and resolve problems promptly, efficiently and effectively.

4.1 Data is collected and analysed to determine achievement of operational performance targets.

4 Evaluate performance

4.2 Performance information and implications are conveyed to stakeholders.



4.3 Recommendations and outcomes are included in the review of enterprise business plans, directions and goals.

4.4 Systems and procedures are reviewed to facilitate the achievement of enterprise plans and goals.


• Analyse enterprise forecasts for orders, livestock and raw material availability and prices, and determine the operational requirements to achieve enterprise goals.

• Analyse performance data to determine achievement of profit, productivity and other targets.

• Analyse the implications of blockages or stoppages (eg breakdowns, no stock or materials, staff shortages) at particular points in the process flow, including up stream and down stream effects and costs.

• Apply methods and theories of workplace or work team organisation and job design, and review to enterprise operations.

• Apply relevant communication skills. • Apply scheduling techniques and principles to enterprise operations. • Assess current operational capability to achieve enterprise goals. This requires an analysis

of current technology and configurations and mixes of personnel and processes, and a review of procedures to identify any gaps or shortfalls in capability of resources.

• Consult, collaborate and negotiate with personnel from all levels and areas of the plant. • Demonstrate ability to maintain currency of knowledge through independent research

and/or professional development. • Describe the enterprise’s scope of operations. • Develop action plans to implement changes to improve performance. • Evaluate and recommend strategies for achieving enterprise goals and forecasts. This

requires assessment of alternative configurations/mixes of personnel, processes and work organisation structures. It also requires calculating the impact changes in operations have on the productivity of the enterprise/department and the preparation of resource proposals.

• Evaluate the costs, benefits, consequences and implications of adopting alternative risk management strategies and make recommendations to senior management.

• Identify and apply relevant OH&S and workplace requirements. • Identify enterprise budget planning and management processes and cycles. • Identify regulatory requirements affecting enterprise operations. • Identify the potential impact of operational changes on personnel and develop strategies to

minimise negative effects on individuals, the team and enterprise operations. • Manage operations for area of responsibility. This includes developing operational

strategies and schedules in response to short, medium and long term forecasts and plans for the enterprise; obtaining and scheduling required resources including raw materials,



personnel, equipment, refrigeration, storage and transport; and monitoring product or process flow.

• Maximise value of enterprise operations. This includes identifying opportunities for gaining commercial value from co- and by-products, evaluating relative returns on enterprise products to determine overall impact on profitability, controlling waste and energy consumption.

• Minimise workplace conflict and build positive relationships using consultation, negotiation and problem-solving strategies.

• Monitor enterprise performance. This includes developing productivity and operational performance measures for enterprise operations, linking monitoring systems to quality requirements and performance measures, interpreting performance information and taking/authorising corrective action.

• Outline enterprise directions, goals and ethical standards and analyse the implications for enterprise operations.

• Outline the factors which affect the productivity of the enterprise including workforce costs, capital investment, materials, waste and overheads.

• Prepare and monitor operational budgets. This requires the identification of operational cost components, calculation of resource requirements, calculation of cost per unit of finished product (eg cost per kilogram dressed weight, processed weight), monitoring of costs, taking action to adjust budget variations, including budget requirements and projections in enterprise financial planning.

• Prepare contingency plans to minimise disruption to production. • Present reports according to legal and enterprise requirements. • Research and evaluate available technologies and systems for suitability for enterprise

products and directions or plans. • Take action to improve own work practice as a result of feedback from others, self-

evaluation, or in response to changed work practices organisation or technology. • Use detailed product knowledge to describe the processing or production requirements

necessary to maintain the quality of enterprise products (eg handling, processing methods, equipment, storage for different species and breeds).

• Use mathematical skills to analyse performance relating to costs, waste, production levels, yields.

• Utilise available information and communications technology, eg productivity analysis and scheduling software.







Forecasting methods may be: • qualitative and include market research, customer surveys, executive team consensus, sales staff information and feedback

• quantitative and include long range data from internal and external sources, statistical analysis methods of linear regression, moving averages, weighted moving averages, trend analysis.

And may include data relating to:

• livestock from contacts or cattle markets

• manpower availability

• prices, exchange rates, inflation

• sales, consumption patterns

• seasonality, cycles, growth patterns

• other factors.

Operational budgets and expenditure may include:

• asset management

• capital expenditure

• environmental management

• equipment and technology

• livestock, raw materials and ingredients, packaging and other supplies

• replacement, repair and maintenance

• risk management strategies

• staffing levels

• utilities.

Operational budgets may be developed using activity based costing approaches, limited input approaches or global budget approaches.

Resources to support operations may include:

• administrative systems and procedures

• buildings, plant and equipment, technology, energy and water supply

• financial resources

• human resources

• stock ingredients and materials.

Enterprise systems and technologies include:

• customer service

• food safety

• production, processing, manufacturing or preparation

• quality

• resources, eg personnel, finances



• waste and environmental management

• workplace safety.


• competitors




Communication may: • be formal or informal and involve face-to-face and technological or electronic methods

• be with culturally, ethnically and socially diverse individuals and groups

• involve the preparation of reports which may be complex, contain information from a range of technical sources and include mathematical and graphic information and data

• require reading and interpreting workplace related documentation




Scope of operations may include interactions with producers and suppliers, meat processing, further processing including smallgoods manufacture, food service operations and wholesale and retail operations, storage, transport and distribution, and customers.






⎯ coat and apron



⎯ head-wear







⎯ uniforms












• animal welfare


• consumer law


• environmental sustainability and waste management






• taxation.

By-products include: • fellmongery skins and hide processing

• food ingredients and processing, eg gelatins

• pharmaceutical and medical products, eg valves, organs, collection and processing of foetal blood

• rendered products including meat meal, tallow etc.

Mathematical skills may: • be complex and relate to product and product quality, financial operations, personnel, operations, sales and turnover, exports, etc

• relate to complex actual and hypothetical technical and financial modelling, calculations and interpretation or analysis.














⎯ manufacturer’s instructions and operations manuals











AS/NZS ISO 9001:2000 Quality management systems (www.saiglobal.com).

AS/NZS ISO 19011:2003 Guidelines for quality and/or



environmental management systems auditing (www.saiglobal.com).

BSI Global (www.bsi-global.com/index.xalter) – develops UK standards; certifies accredited management systems; develops products to meet regulations.

International Organization for Standardization (www.iso.org).

Joint Accreditation System of Australia and New Zealand (www.jas-anz.com.au) – accreditation body that certifies management systems, products and personnel.

Juran Institute (www.juran.com) – ‘provides a wide range of training and consulting services designed to improve overall business performance and attain quality leadership’.


• Energy Management Brochures (1998)

• Speaking a common language – CD (2003) SCM 003.

Sashkin, M & Kiser, KJ 1993, Putting Total Quality Management to Work, Berrett-Koehler Publishers, California.

Standards Australia (www.standards.org.au) – develops Australian Standards.

MTMPS5608B Manage environmental impacts of meat processing operations – Volume IV


MTMPS5608B Manage environmental impacts of meat processing operations

Unit descriptor This unit covers the skills and knowledge required to assess the potential impacts of enterprise operations on the environment and implement cost effective strategies. Management of environmental impact is a priority across all sectors of the industry and the industry has made a considerable investment in developing best practice systems for the management and minimisation of environmental impact. The scope of the unit includes water quality, usage and waste, air quality, emissions, noise, odour, and the minimisation and disposal of solid wastes.


Application of the unit This unit is suitable for managers with responsibility for environment matters and for plant engineers, production managers, chiller managers, quality managers working in a meat industry context.

At this level individuals exercise considerable autonomy, responsibility and accountability within enterprise structures and are required to make primary contributions to the values, goals and operations of the enterprise. They will typically have responsibility for the establishment and review of systems for the site or department. They may work with the assistance of external experts to develop plans and strategies.



1.1 Enterprise’s ethical, community and legal obligations for environmental management are ascertained.

1.2 Enterprise operations are examined to identify potential environmental impacts.

1 Determine environment management strategy requirements

1.3 Competitive and economic advantages and disadvantages of environmental management strategies are analysed.



2.1 Management commitment is obtained and enterprise environmental management policy formulated.

2.2 Agreed environmental management strategies are built into enterprise planning, operating systems and review processes.

2.3 Consultative processes are developed to resolve environmental issues and problems.

2.4 Environmental management roles and responsibilities are incorporated into job functions, position descriptions and standard operating procedures.

2 Develop enterprise commitment to environmental management

2.5 Communication and training strategies to inform and support stakeholder commitment are developed and implemented.

3.1 Enterprise requirements for expert assistance and advice are identified.

3.2 Environmental risks are identified and evaluated.

3.3 Requirements of environmental management systems are determined.

3.4 Alternative environmental management strategies and systems are evaluated for efficiency, effectiveness and sustainability, according to enterprise requirements and regulatory compliance.

3.5 Opportunities for minimising environmental impact and maximising commercial value of waste or waste treatment by-products are identified.

3.6 Resource requirements are calculated and included in enterprise planning processes.

3 Prepare environmental management strategy

3.7 Performance criteria for environmental management are developed.

4.1 Licences, permits, schedules and agreements are negotiated with regulatory requirements.

4.2 Environment and waste management policies and responsibilities are communicated to stakeholders.

4.3 Environmental and waste management systems are selected, developed, implemented and integrated into operational systems.

4 Implement and monitor environmental management strategies and systems

4.4 Monitoring, reporting and validation procedures are developed.



4.5 Corrective action strategies and contingency plans are prepared.

4.6 Verification procedures are established.

4.7 Causes of non-compliance are investigated and control measures developed.

4.8 Systems are reviewed to reflect changes in technology, regulations and operational performance.

5.1 Continuous review and improvement processes, including consultation with stakeholders, are established.

5.2 Performance information is assessed and analysed against specified criteria and standards to identify areas for improvement.

5 Review environmental management policies, strategies and systems

5.3 Conclusions and recommendations are analysed and included in enterprise planning and improvement processes.

6.1 Environmental Impact Statements are prepared to address community, environmental and public health concerns and regulatory requirements.

6.2 Interactions with environmental authorities and agencies are conducted openly, positively and ethically.

6.3 Opportunities to promote the enterprise as a good corporate citizen in environmental management are identified and utilised.

6.4 Enterprise measurement and logging of environmental impacts is maintained, analysed and reported to stakeholders.

6 Manage community relations

6.5 Community complaints are dealt with promptly, openly and courteously.


• Analyse and interpret current regulatory requirements (including local, state, national and international) for environmental management including environmental tolerance levels, and explain the implication for enterprise operations.

• Apply relevant mathematical skills. • Assess viability of gaining commercial value from waste, including the determination of

commercial quantities, costs, returns and payback periods.



• Communicate effectively with internal and external personnel with diverse roles, communication skills and cultures.

• Comply with regulatory requirements for managing enterprise environmental impact. This includes negotiation of agreements, plans, permits and licences with relevant environmental management authorities, confinement of environmental impacts within permissible limits and preparation of the enterprise for external audit where specified.

• Consult with internal/external stakeholders and external agencies to prepare contingency plans and emergency response procedures for environmental incidents.

• Develop individual and team capacity to achieve enterprise management policies and goals. This requires the clear communication of individual and team responsibilities for minimising environmental impact, development of consultative processes and strategies to identify and resolve environmental issues, and identification and provision of appropriate training programs.

• Develop procedures for responding to community complaints and concerns. • Evaluate and recommend environmental management systems to meet enterprise needs.

This requires the identification and audit of enterprise creation of waste and environmental impacts and evaluation of control and treatment systems suitable for enterprise operations, comparative costs, savings and minimisation of environmental impacts. This may involve waste water disposal, measures to minimise nutrients and other contaminants in water, eg strategies to control air pollution, odour treatment processes and managing solid waste.

• Explain potential costs of prevention, assessment and control of environmental impact. • Identify and apply relevant OH&S, regulatory and workplace requirements. • Identify customer and consumer (including importing country) requirements for effective

environmental management and explain the implications for enterprise operations. • Identify enterprise requirements for expert advice, assistance and support. • Identify the major air, water and solid waste environmental impacts generated by the meat

industry. • Implement enterprise environmental management systems to minimise environmental

impact. This requires the establishment of monitoring and testing regimes and record-keeping systems; development of procedures for identifying, reporting and analysing the causes of environment non-conformances and incidents; development of control measures to prevent recurrence of environmental incidents, hazardous events and non-conformances.

• Monitor performance of the enterprise environmental management system. This requires the identification of performance standards based on industry best practice; collection and analysis of qualitative and quantitative performance data; benchmarking; assessment of performance against standards and recommendations for improvement.

• Prepare and update enterprise environmental impact statements and environment management plans.

• Prepare information about the enterprise’s environmental management strategy and progress for release to the public, consistent with enterprise ethical standards and regulatory requirements.

• Prepare reports and recommendations for senior management, using analysis of complex information and language, and presentation styles appropriate for the purpose.

• Present reports according to legal and enterprise requirements. • Specify relevant environmental authorities, their jurisdictions, powers and the implications

for enterprise operations.



• Take action to improve own work practice as a result of feedback from others, self-evaluation, or in response to changed work practices and requirements or technologies.

• Utilise effective communication, negotiation and problem-solving skills in interactions with all stakeholders, including environmental authorities and agencies and community representatives.

• Utilise information and communications technology for research, data collection and analysis and reporting, including the use of statistical and modelling software where available.





Environmental impacts may include:

• air pollution, eg odour, noise, ozone depletion, contamination

• soil degradation, eg solid and liquid waste

• water pollution, eg effluent and liquid waste, solid waste.

Stakeholders and external agencies may include:

• community groups including neighbours, residents, environment and conservation groups

• company owners, directors, shareholders, financiers

• customers, consumers

• emergency services

• employees

• enterprise departments, divisions, sections

• environment protection authorities and agencies

• governments and government agencies – federal, state and local

• industry groups and associations, including employee, employer, professional and technical groups

• regulatory authorities.

Environmental management strategies may include:

• alternative energy sources and configurations

• further processing of waste for commercial purposes

• minimisation strategies, eg plant, technology and



equipment design and replacement, systems review, process and work flow redesign

• recycling, reuse and recovery of liquid and solid waste.

Environmental management systems may include:

• consultation requirements

• qualitative assessment techniques

• sampling and measurement schedules, methods and requirements

• sustainability targets.


• animal welfare

• AS 3595-1990 Energy management – Guidelines for financial evaluation of a project

• AS/NZ ISO 14001:2004 Environmental management systems – Requirements with guidance for use

• AS/NZ ISO 14040:1998 Environmental management systems – Life cycle assessment – Principles and framework

• AS/NZ ISO 19011:2003 Guidelines for quality and/or environmental management systems auditing

• Australian covenants and codes of practice on packaging disposal


• consumer law



• environmental protection, conservation and sustainability requirements




• licensing requirements and conditions, eg export meat order requirements for potable water, food safety

• planning permission – including solid and liquid waste disposal, odours, plant noise, impact of road transport/traffic (noise)

• pollution control licences

• public health requirements

• relevant regulations such as state regulations regarding meat processing

• taxation



• UNESCO and WHO covenants and agreements.

Mathematical skills may relate to complex actual and hypothetical technical and financial modelling, calculations, interpretation and analysis. Mathematical information may be complex and relate to product and product quality, financial operations, personnel, operations, sales and turnover, exports, etc.

Communication skills may: • be with culturally, ethnically and socially diverse individuals and groups




• be formal or informal and involve face-to-face and technological/electronic methods



Waste water disposal options may include:

• biological treatments

• disposal to surface waters

• land disposal

• primary and secondary treatment process

• screening, flotation, evaporation

• sewer disposal

• waste water recycling.

Measures to minimise nutrients and other contaminants in water may include:

• dry cleaning before wash down

• improved manual plug change over for blood pit plug

• improved screening/filters in treatment plans, floor drains screens

• pondage, purification and filtering

• primary screening.

Air pollution may include: • noise (on site operations, transport etc)

• odours related to production and transport on lairage of large animals

• vapours, gases (including greenhouse gases), solids fallout.

Odour treatment processes may be physical, chemical or

• activated carbon

• biofilters, bioscrubbers



biological and include: • chemical oxidation (wet chemical scrubbing or ozonisation)

• dispersion, eg extraction hoods and dispersion stacks

• thermal oxidation (incineration).

Solid waste may include: • animal waste including non-commercial value hides, manure

• meat and meat products eg fat, bone, flesh

• packaging materials including cardboard cartons, paper/plastic liners, vacuum packs, binding tapes

• refuse from non processing operations, eg canteen, offices, amenities

• smallgoods manufacturing, processing, rendering and further processing wastes including fat, meat and meat product trimmings, rejects and returns, paunch manure, waste from fly ash boilers, oil and grease trap waste, sludge

• solids suspended in effluent.






⎯ coat and apron



⎯ head-wear





⎯ uniforms













Expert advice and assistance may be sought from environmental engineers, environmental agencies and government departments etc.

Methods of managing solid waste may include:

• composting

• filtration, effluent treatment/settling ponds

• identification of alternative products, eg biodegradable packaging

• incineration.

Benchmarking may include working with:

• companies from other industries

• internal departments

• international or national industry standards

• other companies or sites within the industry.

Reports may: • include analysis and response to complaints

• include evaluation of alternative environmental management strategies and controls

• include financial reports, eg cost/benefit analyses and budget reports

• include performance information, audit reports and environment management reports to meet licensing requirements

• be complex

• contain information from a range of technical sources and include mathematical and graphic information and data

• need to be presented according to legal and enterprise requirements.




Three forms of evidence means three different kinds of evidence – not three pieces of the same kind. In practice it



will mean that most of the unit is covered twice. This increases the legitimacy of the evidence.






• a workplace environment with typical operating and production conditions

• enterprise system information, including company Environmental Protection Authority (EPA) licences, environmental performance reports and data.








AS/NZS ISO 14001:2004 Environmental management systems – Requirements with guidance for use (www.saiglobal.com).

CB 023-2001 A CAPITAL IDEA – Realizing value from environmental and social performance (www.saiglobal.com).

Commerce QLD 2004, Eco-Efficiency for Queensland Business: A guide for reducing costs and impacts (www.commerceqld.com.au).

HB 145:1999 Case studies – Environmental performance evaluation (www.saiglobal.com).

HB 203:2006 Environmental risk management – Principles and process (www.saiglobal.com).


• A Nitrogen Management Strategy for Meat Processing Plants – Final Report (2003) PPI 266



• Alternative Refrigeration Control System (video and brochure) – Technology transfer resource package (DIY Kit #19 – PPI 216)

• An Assessment of Dry Paunch Dumping in Red Meat Processing Plants (2001) PPI 048

• Benchmarking of Environmental Performance (1999) Project RPDA 308A PPI 221

• Benchmarking of Environmental Performance (2004)

• Best Practice WasteWater Treatment (1999) Project RPDA 308B PPI 021

• Biofilter Performance Evaluation – Summary Report (2003) PPI 269

• Effluent Irrigation Manual (1995) PPI 030


• Envirofacts – quarterly newsletter PPI 043

• Environmental Management Systems Manual (Mar 1999) PPI 033

• Greenhouse and the red meat processing industry (Sep 1995) PPI 164

• Greenhouse and the red meat processing industry (2001) Meat and Livestock Australia PPI 164

• Nutrient removal from abattoir wastewater (1997) PPI 036

• Recycling Proteins from Wastewater Using Clay (1998) PPI 049

• Review of Endocrine Disruption Chemicals (EDCs) – Final Report (2003) PPI 271

• The Australian Meat Processors Environmental Legislation Review 2001 – CD

• Water and Waste Minimisation Manual (1995) PPI 042

• Waste Water Treatment – Literature Review (1979-1993) Project M.737 PPI 028.

MTMPS5609B Manage, maintain and continuously improve OH&S plans and systems – Volume IV


MTMPS5609B Manage, maintain and continuously improve OH&S plans and systems

Unit descriptor This unit covers the skills and knowledge required to prepare and manage OH&S plans and systems. It includes the development of a positive workplace health and safety culture and the development of systems, procedures and controls. Improved OH&S is a priority in the meat industry. Effective management of OH&S systems produces a safe environment and reduces the financial liabilities of the enterprise.

This standard is consistent with the National Guidelines for Integrating OH&S Competencies into National Industry Competency Standards [NOHSC: 7025 (1998)] 2nd edition.


Application of the unit In the meat industry context, managers may have responsibility for OH&S or OH&S responsibilities within production, Human Resources (HR) or other roles.

At this level individuals exercise considerable responsibility and accountability within enterprise structures and are required to make primary contributions to the values, goals and operations of the enterprise. They will typically have responsibility for the establishment and review of systems for the site or department. They may work with the assistance of external experts to develop plans and strategies



1.1 Legal requirements and obligations for workplace health and safety are identified and interpreted for the enterprise.

1 Scope the workplace health and safety program

1.2 Scope of enterprise operations and requirements for OH&S systems is determined, including requirements for management of hazardous events.



1.3 Enterprise’s current system is documented and performance is analysed against internal and external benchmarks.

2.1 Policies documenting and defining CEO/organisational commitment to OH&S are developed.

2.2 Enterprise goals and targets for OH&S performance are set for the short, medium and long term.

2.3 Resource requirements for the operation of the system are identified and committed.

2.4 Implementation plan detailing resources and strategies is prepared.

2 Develop OH&S policies and plans

2.5 Communication strategy for informing stakeholders of policies, obligations and responsibilities is prepared.

3.1 OH&S responsibilities and duties are incorporated in all relevant policies, position descriptions, operating procedures and work instructions.

3.2 Enterprise OH&S policies, strategies and requirements include all enterprise personnel, contractors, suppliers and visitors on the work site.

3.3 Consultative and participative mechanisms are established to facilitate the prevention, identification and effective and prompt resolution of OH&S issues.

3 Develop enterprise commitment to occupational health and safety

3.4 OH&S issues, including hazard and risk identification and control, are considered in the planning, design and evaluation of job design, procedures, technology, work/process flows, plant layout and construction.

4.1 OH&S records are analysed to determine trends.

4.2 Existing and potential hazards are correctly identified.

4 Develop and maintain procedures for identifying hazards

4.3 Hazard identification procedures are developed and integrated within enterprise procedures and systems.

5.1 Risks determined by the identification of hazards are correctly assessed.

5 Manage and maintain procedures for assessing risks

5.2 Procedures for assessment of risks are developed and integrated within enterprise procedures and systems.



6.1 Risk control measures are developed and implemented, consistent with the hierarchy of control and regulatory requirements.

6.2 Procedures for control of risks are based on the hierarchy of control and integrated into enterprise procedures and systems.

6.3 Interim control measures are replaced with permanent measures to control risks at the source.

6 Manage and maintain procedures for controlling risk

6.4 Resources to enable implementation of new or permanent control measures are sought and included in enterprise planning processes.

7.1 Training is resourced, planned and delivered to support commitment to and compliance with regulatory and enterprise requirements for OH&S.

7.2 Enterprise, team and individual obligations for progress towards OH&S goals are presented clearly and are regularly updated.

7 Maintain enterprise commitment to OH&S goals

7.3 Enterprise operations and procedures are monitored to ensure the effective adoption of OH&S procedures according to enterprise and regulatory requirements.

8.1 Potential hazardous events are correctly identified.

8.2 Potential community health hazards are identified and notified appropriately.

8 Manage and maintain procedures for hazardous events

8.3 Local communities, and emergency and community health services and authorities are consulted in the control of hazardous events and community health incidents.

9.1 OH&S data and record-keeping systems are maintained and secured.

9.2 Performance data, including team feedback, is collected and analysed against enterprise goals and targets.

9.3 Performance implications are conveyed to stakeholders.

9.4 Compliance with enterprise and mandatory OH&S requirements is monitored and reported.

9 Continuously improve OH&S performance

9.5 Systems and procedures are updated for legislative, technical, process or operational changes.




• Access, where appropriate, specialist external advice to assist in the development of OH&S systems and plans.

• Analyse the impact of workforce characteristics and enterprise communication patterns and culture on OH&S system design, implementation and operation.

• Apply analysis of enterprise culture (including ethical standards and values), communication systems and workforce characteristics to the development of effective OH&S consultative processes.

• Apply principles and procedures for hazard identification, risk analysis and hierarchy of controls in any or all areas of the workplace.

• Apply problem-solving strategies. This may involve developing practical and creative solutions, showing independence, developing a range of strategies to resolve problems, testing assumptions, and addressing customer and workplace concerns.

• Collect, analyse and report complex OH&S information to stakeholders, using a variety of formats appropriate for the purpose and the audience.

• Consult with the community to develop strategies to minimise community health and safety impacts of enterprise operations (eg hazardous events, Q fever from stockyards).

• Demonstrate ability to maintain currency of knowledge through independent research and/or professional development.

• Develop and monitor systems to ensure workforce ownership of and compliance with enterprise safety procedures. This will include establishing OH&S consultative strategies and processes, mandatory workplace safety committees and provision of training.

• Develop hazardous events plans in consultation with appropriate workplace personnel and external agencies, including emergency services and government agencies.

• Establish record management systems to monitor compliance, including mandatory notifications and reporting, mandatory licences and certificates, registers, listings and labelling of regulated materials.

• Identify and apply relevant communication and mathematical skills. • Identify and apply relevant workplace and regulatory requirements. • Identify and interpret the implications, obligations and requirements of relevant

legislation, regulations, guidelines, codes of practice, Australian Standards for health and safety for the enterprise’s directors, management and workforce.

• Identify appropriate industry or enterprise benchmarks for OH&S performance. • Identify enterprise requirements for external expertise and assistance in the development of

OH&S systems and plans. • Identify the impacts of enterprise OH&S policies, systems and procedures on all

organisational management systems and operations including processing and production, maintenance, contractors, distribution, administration.

• Improve health and safety performance. This will include developing OH&S plans and strategies, acting on performance information, developing continuous review processes, including recommendations in the OH&S planning process.

• Integrate enterprise OH&S policies, systems and procedures with relevant organisational management systems and procedures. This will involve the inclusion of OH&S



responsibilities in all relevant position descriptions/procedures and work instructions, and strategies for ensuring visitor and contractor compliance with enterprise health and safety policies and procedures.

• Monitor enterprise health and safety performance. This will include analysing health and safety information, and reports measuring performance against enterprise goals, targets and agreed benchmarks.

• Observe standard workplace OH&S requirements during performance of duties. • Outline health and safety hazards, risks and controls relevant to enterprise operations,

procedures and products. • Prepare action plans which identify goals, managerial responsibilities and operational

strategies for OH&S. • Prepare and monitor enterprise training plan for all levels of the organisation to support

workforce commitment and contribution to workplace health and safety. • Present reports according to legal and enterprise requirements.Set enterprise health and

safety goals and targets. This will involve consultation with stakeholders, analysis of enterprise OH&S data.

• Systematically analyse the causes of accidents, incidents and work related injuries and illnesses and take corrective action. This will involve identifying and introducing programs for reducing accidents and injuries.

• Take action to improve own work practice as a result of feedback from others, self-evaluation, or in response to changed work practices or requirements or technologies.

• Update enterprise policies, plans and practices for changes in relevant legislation, regulation, codes and guidelines.

• Utilise available information and communications technology, including modelling and evaluation software, to collect, monitor, analyse and report enterprise safety data.






• competitors

• emergency services including ambulance, hospital, fire, police, rescue

• insurance agencies, brokers and underwriters



• local community


• OH&S agencies and government departments



Consultative and participative processes may include:

• continuous improvement and review

• inclusion of OH&S in other consultative processes and forums eg consultative committee or maintenance meetings

• involvement of workforce at all levels in problem-solving, management and monitoring of OH&S, including inspections, audits, risk assessment, risk control

• OH&S representatives and/or committees

• procedures for reporting hazards, risks and issues.

OH&S records may include: • audit and inspection reports

• environmental monitoring and health surveillance records

• first aid and sick room records

• information from suppliers and agencies including stock handling, equipment and machinery usage and maintenance, etc

• maintenance reports

• mandatory requirements: compensation and rehabilitation, Material Safety Data Sheets (MSDSs), accident, injury and illness notifications, certificates and licences, hazardous substances registers, driver’s log books, etc

• training.

Specialist external advice may be:

• provided by health and safety professionals eg ergonomists, rehabilitation specialists, occupational therapists

• provided by technical experts eg ergonomists

• utilised in the design of control measures, monitoring systems and health surveillance.

Workforce characteristics may include:

• age

• cultural and language background

• education and training experience

• employment history and work experience

• gender

• individual ethical standards and values



• literacy, numeracy, communication skills

• part-time, casual, contract and permanent employment.

Training may include: • first aid training

• OH&S training for all levels and areas of enterprise

• safety committee training.

Hazardous events and community health hazards may include:

• lairage of livestock carrying Q fever and other zoonotic diseases

• refrigerant leaks

• seepage from holding ponds.





• may be formal or informal and involve face-to-face and technological/electronic methods



Mathematical skills may relate to complex actual and hypothetical, technical and financial modelling, calculations, interpretation and analysis. Mathematical information may be complex and relate to product and product quality, financial operations, personnel, operations, sales and turnover, exports, etc.









• animal welfare


• compliance including AS 3806-2006 Compliance programs

• consumer law




• current NOHSC Codes of Practice, including noise management and protection of hearing at work, preparation of MSDSs, and prevention of occupational overuse

• environmental and waste management legislation and regulations




• OH&S management systems including AS/NZS 4581:1999 Management system integration – Guidance to business government and community organizations; AS/NZS 4801:2001 Occupational Health & Safety management systems – Specification with guidance for use; ASNZS 4804:2001 Occupational Health & Safety management systems – General guidelines on principles, systems and supporting techniques


• risk management including AS/NZS 4360:2004 Risk management


• taxation.

Specific OH&S obligations and requirements may include:

• duty of care under OH&S legislation and common law

• hazards management

• OH&S representative and consultative mechanisms and issues resolution provisions

• security and confidentiality relating to individual OH&S records

• training.

Health and safety information and reports may include:

• audit reports, accident investigation reports, financial reports relating to premiums, costs and claims

• detailed, summarised, expanded or synthesised information

• oral, written, graphic, technical or statistical information

• sketches, photographs, video or audio taped information.

Measuring of OH&S performance may include:

• average time lost rate, days lost per reporting period

• costs, including preventative, rehabilitation and compensation, etc

• reported incidents, accidents, incident rates, reports by types of accidents and incidents.








⎯ coat and apron



⎯ head-wear





⎯ uniforms




Occupation injuries and illnesses may include:

• cuts, sprains and strains

• substance abuse







Critical aspects for Competency must be demonstrated through sustained



assessment and evidence required to demonstrate competency in this unit

performance over time, at an appropriate level of responsibility and authority under typical operating and production conditions for the enterprise.



• a workplace with typical operating and production conditions

• enterprise system information.







Australian Q Fever Register (www.qfever.org.au), Q Fever Information Kit.


• Injury management resource pack (May 2003) PPI 261

• OHS Continuous Improvement (1998)

• OHS Reference Guide Australian Meat Industry CD and Guide (2002) PPI 202

• Technology Transfer Resource Package #2 (+ CD ROM).

MTMPS5610B Manage transportation of meat, meat products and meat by-products – Volume IV


MTMPS5610B Manage transportation of meat, meat products and meat by-products

Unit descriptor This unit covers the skills and knowledge required to schedule and monitor the hygienic, safe and secure transportation of meat, meat products and meat by-products, for domestic or international markets. The efficient transportation of meat, meat products and meat by-products results in the satisfaction of customer requirements.


Application of the unit This unit is of use to livestock buyers and coordinators, transport managers and finance managers operating in a meat industry context.




1.1 Regulatory, customer and enterprise requirements for the hygienic, safe and timely transportation of meat and meat products are identified and followed.

1 Implement requirements for the transport of meat, meat products and meat by-products

1.2 Resource requirements are assessed and allocated.

2.1 Systems and procedures for the operation of meat transport vehicles for the hygienic and safe transport of meat, meat products and meat by-products are developed.

2 Establish transport policies and procedures

2.2 Security procedures and systems are developed.



2.3 Reporting and recording procedures are established and maintained.

2.4 Supplier quality requirements and standards are developed and monitored.

2.5 Personnel, including contractors, are informed and mentored in the performance of their obligations and responsibilities, including OH&S.

3.1 Transport options are analysed and selected.

3.2 Contracts and schedules are prepared and negotiated according to customer and production requirements.

3.3 Documentation is completed according to enterprise, customer and regulatory requirements.

3.4 Transport vehicles are maintained to ensure the hygienic transportation of meat.

3.5 Enterprise storage facilities are operated according to enterprise and regulatory requirements.

3 Manage transport logistics

3.6 Consignments are tracked and monitored.

4.1 Cost of storage and transport is calculated.

4.2 Transport budget is prepared and monitored.

4 Determine and manage transport costs

4.3 Procedures for cost savings are reviewed.

5.1 Contingency plans are developed according to enterprise requirements.

5.2 Changing circumstances are analysed, and responses are prioritised and clarified.

5 Manage contingencies

5.3 Impacts of changed schedules are communicated to all relevant parties.

6.1 Resources, procedures and schedules are monitored and reviewed for effectiveness and efficiency.

6.2 Customer feedback and requirements are included in review of transport procedures and schedules.

6 Review transport of meat, meat products and meat by-products to improve customer service

6.3 Team is involved in continuous improvement processes.

7.1 Customer requirements are determined. 7 Establish effective communication with customers 7.2 Customer complaints are resolved promptly.



7.3 Communication strategies are inclusive of the cultural, ethnic and social diversity of individuals and groups.

8 Produce reports 8.1 Reports are produced according to legal and enterprise requirements.


• Analyse throughput, production, storage requirements, meat safety, product specifications, customer requirements, orders and the purchasing or scheduling of appropriate transport services.

• Apply problem-solving skills to resolve transportation issues. • Communicate effectively with regulatory authorities and stakeholders. • Demonstrate ability to maintain currency of knowledge through independent research or

personal development. • Develop supplier quality criteria including audit requirements for the purchase of transport

services. • Establish systems for the completion and certification of product transport documentation. • Explain food safety requirements for meat and meat product transport vehicles. • Explain regulatory and workplace requirements relating to the transportation of meat,

meat products and meat by-products. • Explain the potential impact and costs of inappropriate transportation of meat, meat

products and meat by-products, including public liability and loss of custom. • Identify and analyse transportation options; develop procedures to inform enterprise

personnel, customers and contractors of changes in schedules. • Identify and apply relevant mathematical skills. • Identify and apply relevant OH&S requirements. • Identify public and OH&S obligations relating to the transport of meat, meat products and

meat by-products. • Outline the requirements for maintaining product quality during transportation. • Present reports according to legal and enterprise requirements. • Take action to improve own work practice as a result of feedback from others, self-

evaluation, or in response to changed work practices or requirements or technologies. • Use available communication and information technology systems to monitor transport

purchase, schedule and track consignments, collect and analyse performance information. • Work effectively as an individual and as a team member.








Meat, meat products and meat by-products may include:

• carcase and carton meat

• fresh, frozen, further processed and rendered products

• noxious products

• smallgoods

• treated and untreated hides

• value added products.

Transport may be intra state, interstate or international and be by road, rail sea or air.

Analysing and selecting transport options includes:

• unit cost size and availability

• customer requirements

• product requirements and characteristics

• route

• speed.

Contracts and schedules may be developed for enterprise owned vehicles or contracted vehicles including:

• air transport

• rail or container

• road transport

• sea or container transport.

Communication may: • be formal or informal and involve face-to-face and technological or electronic methods

• be with culturally, ethnically and socially diverse individuals and groups








Reports may be complex, contain information from a range of technical sources and include mathematical and graphic information and data.

Problem-solving skills may include:

• applying a range of strategies

• developing practical and creative solutions

• resolving workplace and customer concerns

• showing independence and initiative



• using mathematical skills to resolve problems.


• competitors





• animal welfare

• AS 4696:2002 ‘Australian Standard for the Hygienic Production and Transportation of Meat and Meat Products for Human Consumption’


• consumer law





• HB 40.1-2001 The Australian Refrigeration and Air-Conditioning Code of Good Practice – Reduction of Emissions of Fluorocarbon Refrigerants in Commercial and Industrial Refrigeration and Air-Conditioning Applications



• state and federal transport regulations


• taxation.










Mathematical skills may relate to complex actual and hypothetical, technical and financial modelling, calculations, interpretation and analysis. Mathematical information may be complex and relate to product and product quality, financial operations, personnel, operations, sales and turnover, exports, etc.






⎯ coat and apron



⎯ head-wear





⎯ uniforms




Systems for the tracking and trace back of consignment may be manual or electronic and include:

• communication systems

• computerised tracking systems

• consignment, despatch and delivery documentation

• export documentation

• log books

• product certification.















⎯ customer requirements or orders


⎯ production and chilling schedules







• workplace projects which focus on company environment and conditions.





• Safe Beef Carcase – Export Chilling Procedures (1996) PPI 145.

MTMPSR401B Coordinate contracts – Volume IV


MTMPSR401B Coordinate contracts

Unit descriptor This unit covers the skills and knowledge required to coordinate the production, packaging and transportation of products to contracted markets according to enterprise, customer and legal requirements, and is relevant for contracts in local, national and international markets. The effective coordination of contracts through all stages of the production and distribution chain gives the meat industry a high profile in the marketplace, with a reputation for quality products and customer service.


Application of the unit The breadth of this unit makes it particularly useful for small and micro businesses in the retail, meat processing, smallgoods manufacturing and food service areas. In a micro or small business one person would have responsibility for overseeing contract management.



1.1 Characteristics of the client or market are analysed. 1 Clarify characteristics of the client or market

1.2 Appropriate communication strategies are identified.

2.1 Market regulations, controls and requirements are identified.

2.2 Contractual requirements are analysed and checked against production schedule.

2.3 Negotiations with agents, representatives, brokers and clients are confirmed according to enterprise requirements and ethical standards.

2 Confirm enterprise and contractual requirements

2.4 Contingency plans are put in place.



3.1 Supply of raw product and ingredients is negotiated and confirmed, according to market and enterprise requirements.

3.2 Production is scheduled to meet contract requirements.

3.3 Product specifications, including customer, market requirements and Quality Assurance (QA) requirements, are met.

3 Monitor production for clients and market

3.4 Product is packaged to maintain quality of product and to meet customer and legal requirements.

4.1 Transport, freight and storage is scheduled with carrier.

4.2 Documentation is accurately completed.

4 Coordinate transportation of product

4.3 Insurance arrangements are confirmed.

5.1 Costs, charges and payments are calculated accurately within enterprise policies and negotiated contracts.

5.2 Costs, charges and payments are calculated accurately and in appropriate currency.

5 Facilitate financial transactions

5.3 Payments and receipts are monitored according to enterprise procedures.

6.1 Performance against targets is assessed. 6 Monitor contract coordination effectiveness 6.2 Recommendations for improvement are made.


• Apply food safety and QA requirements as applicable. • Apply problem-solving skills to resolve issues that impact on capacity to meet contractual

obligations. • Apply relevant mathematical skills. • Calculate costs and prices for local, national and international markets, including the

impacts of inter-market taxes, tariffs, duties, charges or exchange rates. • Complete documentation accurately and on time. • Demonstrate ability to work effectively as an individual and as part of a team. • Demonstrate effective communication strategies, including cross cultural communication,

to negotiate or confirm transactions in the market place eg new, distant and diverse markets.



• Determine implications for the enterprise of information relevant to the sale of meat and meat products in a local, national and international context (eg, market regulations, agents’ terms and conditions, etc).

• Explain legislation, regulations and codes of practice that apply to the production, sale, packaging and transport of meat products in local, national or international markets including legislative requirements and regulations for meat and other ingredients.

• Identify and apply relevant OH&S, regulatory and workplace requirements. • Identify and explain standard documentation required for local, national or international

trade. • Identify and follow freight, insurance and banking procedures. • Identify product specifications and enterprise contractual obligations. • Liaise, as required, with agents, representatives and brokers. • Outline negotiation and communication strategies appropriate for use with government

agencies and business clients. • Prepare schedules and coordinate supply, production, packaging and transhipment of

product to meet contract specifications and deadlines. • Review enterprise operations and processes to meet regulatory requirements. • Take action to improve own work performance as a result of self-evaluation, feedback from

others, or in response to changed work practices or technology. • Use appropriate communication and information technology to complete communication,

scheduling, monitoring and reporting tasks as required.


Product supply may include: • a range of species

• carcase

• carton meat

• dry ingredients.

Interstate and export documentation may include:

• certifications, permits, declarations, licences applying to product origin, product quality, product ingredients etc

• insurance dockets

• invoices

• manifests, bills of lading, bills of exchange, bar codes, goods and container identification

• packaging and labelling, tickets and product codes.

Targets goals and performance measures may be short, medium and long term and relate to operations, finances, human resources, marketing, customer service, resources and stock levels, productivity and profitability. Local, national and international targets may include



sales, market penetration, share, quality and service targets.

Mathematical skills may relate to:

• exchange rates

• import duties

• levies

• packaging and freight requirements

• price

• product and product quality

• sales and turnover

• taxes and fees.

Communication may: • be conducted in person or using a range of technologies including telephone, fax, email, internet services, and video conferencing

• be spoken, written, non-verbal and include the use of signs, signals, symbols and pictures

• be with colleagues, team members, superiors, customers, clients, external parties from a range of cultural, social and ethnic backgrounds

• involve preparation of explanations and reports which are presented in language styles suitable for the audience and acknowledge the communication requirements of the importing country

• require reading and interpreting workplace documents such as status reports, plans and projections, technical manuals, industry journals, financial records, government notices, export documentation, licences, invoices, bills of exchange, etc.

Characteristics of local, national and international markets and clients may include:

• economic, political and physical environment

• language, culture and customs

• legislative frameworks

Packaging and transport conditions may include:

• carton product

• chilled or frozen product

• road trains, trucks and containers

• shipping, rail, air freight containers

• vacuum packaging etc.





⎯ coat and apron





⎯ head-wear


⎯ mesh apron




⎯ uniforms





• animal welfare

• Australian Quarantine Information Service (AQIS) notices and circulars

• Australian customs service requirements, eg Export Integration (EXIT), ELMER, harmonised tariff system

• commercial law including fair trading, trade practices, import or export regulations

• consumer law


• criteria for supply and processing of raw product or ingredient for export (inspection and certification of fresh product and ingredients)

• environmental and waste management regulations

• equal opportunity, anti-discrimination and sexual harassment regulations


• export licensing requirements


• food standards



• prescribed goods orders


• sales taxes and duties


• taxation



• Trade Practices Act.






• QA requirements




Agents, representatives and brokers may include national or import and export forwarders, distributors, insurers, financiers, bankers, government agencies and departments.

Communication and information technology may include computerised equipment, personal computers, calculators, online commercial transactions, telex, internet, data bases and be used for:

• compliance with regulations

• confirmation of requirements

• monitoring production, costs etc

• preparation of quotes

• research

• scheduling

• tracking consignments.






Critical aspects for assessment and evidence required to demonstrate

Competency must be demonstrated through sustained performance over time, at an appropriate level of responsibility and authority under typical operating and



competency in this unit production conditions for the enterprise.



• real work environment





Method of assessment Recommend methods of assessment are:

• assignment






MTMPSR402B Prepare and evaluate resource proposals – Volume IV


MTMPSR402B Prepare and evaluate resource proposals

Unit descriptor This unit covers the skills and knowledge required to prepare and evaluate the impact of resource proposals on the operations and profitability of the enterprise. Resource proposals are prepared to determine the potential costs and returns on investment in resources including personnel, new equipment, systems or procedures. The information presented in resource proposals assists in financial decision making and planning.


Application of the unit This unit is suitable for all first line managers, supervisors and team leaders in all sectors of the meat industry.



1.1 Resource requirements are identified in consultation with relevant personnel.

1.2 Resource planning information is collected in consultation with colleagues, including those who have a specialist role in resource management.

1 Prepare resource proposals

1.3 Objectives of the proposal are clarified and are consistent with enterprise directions and goals.

2.1 Potential impact of resource allocation on enterprise operations is analysed.

2.2 Realistic options and outcomes are identified.

2.3 Cost or benefit analyses (including payback periods) are conducted and documented.

2 Evaluate feasibility of resource proposals

2.4 Risks associated with the proposal are identified and assessed.



2.5 Targets, goals and performance measures to measure performance of implemented strategies are developed.

3.1 Proposal is refined and commitment to the objectives gained through consultation with colleagues or team.

3.2 Proposal is prepared for presentation and discussion.

3 Gain commitment to resource proposals

3.3 Proposal and recommendations are presented to relevant personnel.


• Apply relevant mathematical skills. • Assess potential impacts of the proposal on enterprise operations (eg production, personnel

etc). • Assess risks associated with the proposal and recommend risk management strategies. • Calculate net present value, internal rate of return and payback periods. • Consult and collaborate with colleagues and those potentially affected to refine the

proposal. • Demonstrate ability to work effectively as an individual and as a team member. • Determine the need for and scope of the proposal, relevant to enterprise direction and

goals. • Develop performance indicators to measure outcomes of resource allocation/proposal. • Identify and apply relevant OH&S, regulatory and workplace requirements. • Identify sources of information in the enterprise eg specialist personnel, information

systems, documentation. • Identify variable and fixed costs relating to the operations of the department/cost

centre/enterprise. • Interpret and prepare cash flow statements, profit and loss statements and asset/liabilities

statements. • Prepare departmental/section financial information for inclusion in enterprise/department

budget. • Prepare financial proposals which include costs, cash flow requirements, payback period

and benefits. • Promote the advantages and disadvantages of the proposal to relevant personnel and

stakeholders. • Recommend strategies for obtaining resources including finance (eg internal, external, re-

allocation of resources, new resources or funds). • Record, gather and consolidate financial information. • Research options, models and benchmarks relating to the proposal. • Take action to improve own work performance as a result of self-evaluation, feedback from

others, or in response to changed work practices and/or technology.



• Use communication skills to present and argue a case and prepare reports in language, style and format appropriate to the audience.

• Use technology to analyse, prepare and present a range of data.


Resource proposals may include:

• job redesign

• staffing levels or staff required eg increase number on the chain to reduce the need for costly casuals, additional sales assistant for busy periods

• new equipment or systems eg downward hide puller, new display cabinet in retail premises, new smokehouse

• new procedures

• training.

Proposals may be presented orally or in written formats (hard copy and electronic) and include the use of multi media aids.

Resources may include: • equipment – maintenance, purchase, type, quantity, function

• finance – capital and cash flow

• personnel – staffing levels, shifts, allocation to work areas

• premises

• stock/inventory and other assets.

Cost benefit analyses may be conducted manually or using appropriate computer software programs.

Targets, goals and performance measures may be short, medium and long term and relate to operations, finances, human resources, marketing, customer service, orders and sales, resources and stock levels, productivity and profitability.

Presentations to relevant personnel may include:

• colleagues

• finance departments

• financial institutions

• investors, owners or shareholders

• senior management

• work team and department personnel.


• activity based costing and accounting

• calculation of interest, payback periods, discounting,



inflation rates, rates of return, percentages, ratios, net present value etc

• costing and pricing.





⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms





• animal welfare


• consumer law








• taxation.











Sources of information may include:

• benchmark partners

• company records

• competitors

• industry and technical associations

• manufacturers and suppliers information

• professional and technical publications.

Financial proposals may integrate complex operational, mathematical, financial and technical information, ideas and concepts and include graphs, diagrams, tables, spreadsheets, flow charts, statistical analysis.





Financial information may include current and historic records of sales, budgets, cash flows, investments, labour and materials costs, rates of return, energy costs etc.

Communication may: • be spoken, written, non-verbal and include the use of signs, signals, symbols and pictures


• involve interpreting the needs of internal or external customers

• involve presentation of explanations and reports in language styles suitable for the audience and include everyday workplace language, technical and mathematical language

• require the use of negotiation, persuasion and assertiveness skills.


Overview of assessment The meat industry has specific and clear requirements for evidence. A minimum of three forms of evidence is required to demonstrate competency in the meat industry. This is specifically designed to provide evidence that covers the demonstration in the workplace of all aspects of competency



over time.















• debrief



Assessment practices should take into account any relevant language or cultural issues related to Aboriginality, gender, or language backgrounds other than English. Language and literacy demands of the assessment task should not be higher than those of the work role



MTMPSR403B Facilitate achievement of enterprise environmental policies and goals – Volume IV


MTMPSR403B Facilitate achievement of enterprise environmental policies and goals

Unit descriptor This unit covers the skills and knowledge required to facilitate the achievement of the enterprise’s environmental goals. It includes developing workforce understanding of and commitment to environmental responsibility and sustainability and the monitoring and minimisation of environmental impact and waste.


Application of the unit Management of environmental impact is a high priority for the meat processing industry. All members of the industry have responsibility for environmental management and sustainability.This unit is particularly useful for first line managers including supervisors and team leaders in all sectors of the meat industry.



1.1 Relevant company documents, policies and legal obligations are located and requirements for enterprise operations are clarified.

1.2 Responsibilities for minimising environmental impact are explained to individuals and teams.

1 Clarify enterprise policies and responsibilities for minimising environmental impact

1.3 Individual and team commitment to enterprise environmental management strategy is developed.

2.1 Work practices are planned with colleagues to ensure compliance with workplace and legislative environmental management requirements.

2 Implement environment management procedures

2.2 Work practices are implemented in accordance with requirements specified in legislation and standards for environment protection.



2.3 Coaching and mentoring supports colleagues in managing their responsibilities for environmental protection.

3.1 Environmental impacts including pollutants, emissions and waste are measured according to enterprise procedures and regulatory requirements

3.2 Actual and potential problems are identified, rectified and reported promptly and decisively to ensure environmental safety.

3.3 Environmental hazards are managed so that risks are minimised.

3.4 Waste recycling, reduction and disposal is carried out within legislative and enterprise requirements.

3.5 Recommendations to improve environmental and waste procedures and controls are submitted to designated persons and groups.

3.7 Individuals and teams are informed of the results of environmental improvements in the workplace.

3 Monitor, adjust and report performance

3.8 Systems, records and reporting procedures are maintained according to legislative requirements.

4.1 Non-conformance is investigated and dealt with according to legislative requirements.

4.2 Coaching and mentoring supports colleagues to acquire and apply competencies to meet legislative requirements and the associated standards.

4 Investigate and report environmental non-conformance

4.3 Workplace environmental and waste minimisation practices are implemented, reviewed and improved to ensure that non-conformance is not repeated.


• Adjust and improve own work practice as a result of self-evaluation, feedback from others or in response to changed work practices or technology.

• Consult with stakeholders, individuals and teams in the development and review of environmental procedures.

• Demonstrate ability to maintain currency of knowledge through independent research or professional development.

• Demonstrate consultation, negotiation and mentoring skills in interactions with employees, managers, peers and technical experts.



• Determine and take corrective actions to eliminate or minimise environmental risks. • Develop, in conjunction with managers, environmental targets for the section/department. • Ensure that procedures are followed by all employees in the area of responsibility. • Explain environmental management requirements, procedures and responsibilities clearly

to individuals and teams, in appropriate styles, formats and language. • Identify and apply relevant communication and mathematical skills. • Identify company goals, targets and performance measures. • Identify environmental hazards and conduct risk analyses. • Interpret monitoring information and take corrective action. • Investigate, analyse and report environmental incidents, using enterprise procedures. • Measure and monitor pollutants, emission and waste levels for the area of responsibility. • Outline enterprise environmental management policies and legal obligations and

responsibilities. • Prepare reports containing technical and mathematical information for employees,

managers and peers. • Recognise limits of own expertise and indicate when additional expertise is required. • Utilise informal and formal consultative strategies to build individual and team

commitment to goals and procedures.


Typically environmental impacts will include the production of pollutants, emissions and waste such as:

• animal products: blood, fat, manure

• consumption of non-renewable resources

• contaminated and polluted water

• greenhouse gases, either directly or indirectly

• noise

• packaging

• vapours, odours.

Company documents may include:

• environmental licences

• environmental performance monitoring data, including sampling data

• status reports, plans and projections, technical manuals, industry journals, audit reports, incident reports, complaints registers and investigations

• work site’s environmental incident/accident reporting and investigation procedure.




• environmental experts






• involve listening and understanding


• involve preparations of explanations and reports in language styles suitable for the audience and include everyday workplace language, technical and mathematical language

• require the use of negotiation, persuasion and assertiveness skills

• involve the use of technology.

Mathematical skills may include calculation of metric volumes, weights, mass, temperature, ratios, percentages, heat transfer and load shifting, and relate to sound or noise, liquid and solid materials and waste.

Targets, goals and performance measures may be short, medium and long term and relate to operations, environmental impacts and incidents, waste, cost or conformance.






⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms







• animal welfare

• AS/NZS 4360:2004 Risk management

• AS/NZS ISO 14040:1998 Environmental management systems – Life cycle assessment – Principles and framework

• AS/NZS ISO 19011:2003 Guidelines for quality and/or environmental management systems auditing

• AS3806-2006 Compliance programs


• consumer law






• international agreements

• AS/NZS ISO 14001:2004 Environmental management systems – Requirements with guidance for use

• national, state and local requirements

• state and local regulations regarding meat processing

• taxation.









EVIDENCE GUIDE The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, the range statement and the assessment guidelines for this Training Package.








Assessment conditions require demonstration of sustained performance over time, at an appropriate level of responsibility and authority under typical operating and production conditions for the enterprise.









• assignment


• workplace referee or third party report or performance over time.




MTMPSR404B Foster a learning culture in a meat enterprise – Volume IV


MTMPSR404B Foster a learning culture in a meat enterprise

Unit descriptor This unit covers the skills and knowledge required to integrate work and learning in a meat enterprise. This unit does not provide workplace trainer skills but describes skills and knowledge for people in leadership positions to monitor and facilitate workplace training and learning.


Application of the unit In the meat industry, workplace learning adds to performance and the competitive advantage of the business. The commitment of personnel in leadership roles to training and learning is essential.



1.1 Personal performance demonstrates a commitment to, and the value of, learning.

1.2 Learning and training strategies are included as an integral part of work and performance plans.

1.3 Learning and training strategies and plans reflect the diversity of needs and opportunities.

1.4 Resource proposals to support workplace learning are prepared and recommended.

1 Develop a learning culture in the enterprise

1.5 Consultation and negotiation with training and development professionals results in the planning and provision of learning, which enhances individual, team and organisational performance.

2.1 Workplace environments and contexts which facilitate learning are developed and supported.

2 Create learning opportunities to develop individual, team and organisational 2.2 External and internal opportunities for learning are

identified and promoted.



2.3 Learning plans are developed collaboratively to meet individual, team and organisational goals.

2.4 Individual and/or team access to, and participation in, learning opportunities is facilitated.

performance

2.5 Individual and or team learning and training is planned and provided in consultation with learners and training specialists where appropriate.

3.1 Workplace activities are used as opportunities for learning.

3.2 Personnel are encouraged to take advantage of learning opportunities.

3.3 Coaching and mentoring contributes effectively to the development of workplace knowledge, skills and attitudes.

3.4 Benefits of learning are shared with others in the team and organisation.

3.5 Opportunities are provided for learners to continue to utilise and extend new skills and knowledge.

3 Facilitate and promote learning

3.6 Workplace achievement is recognised by timely and appropriate recognition, feedback and rewards.

4.1 Individual and or team performance is monitored to determine the type and extent of additional work-based support required.

4.2 Feedback from individuals and or teams is used to make improvements in future learning arrangements.

4.3 Effectiveness and efficiency of learning and training programs is monitored and recommendations for improvement are prepared.

4.4 Adjustments to learning plans and activities negotiated with training and development personnel result in improvements in the efficiency and effectiveness of learning.

4 Monitor and improve learning effectiveness

4.5 Learning plans, records and reports of competency are documented and maintained within the organisation’s systems and procedures.




• Communicate openly and sensitively when negotiating learning opportunities and plans. • Define the workplace learning opportunities within own capacity to provide, and within

the capacity of the enterprise. • Demonstrate ability to maintain currency of knowledge through independent research or

professional development. • Develop and review learning plans, linked with individual and or team goals and enterprise

needs, in consultation with individuals or teams. • Develop simple targets, goals and performance measures for measuring outcomes of

learning and training. • Estimate resources required to support informal and formal learning and training within the

department or enterprise (eg personnel, time, cost etc). • Explain enterprise and employee obligations under industrial and training agreements

relating to the provision of (workplace) training. • Explain requirements and ethical considerations for the supervision of employees operating

under formal training agreements and contracts eg trainees, apprentices. • Explain the impact and outcomes of workplace learning on the competitive advantage of

the enterprise. • Facilitate and monitor the implementation of training and assessment schedules (eg

negotiate time release etc). • Identify and apply relevant communication and mathematical skills. • Identify and apply relevant OH&S, regulatory and workplace requirements. • Identify and support internal coaches and mentors. • Identify learning opportunities and strategies which meet the cultural, working and learning

experiences and styles of individuals and team. • Identify learning opportunities to support individual and team learning plans. • Identify the areas requiring the training services provided by training professionals. • Identify the range of internal and external learning opportunities available to enterprise

personnel. • Map learning and training strategies against individual, team and enterprise goals or

priorities. • Negotiate training strategies and schedules with enterprise trainers and assessors and other

training and development professionals, to meet enterprise needs. • Promote and report the impact of training on the operation of the department or enterprise. • Promote the sharing of skills and knowledge as a strategy for achieving personal and

enterprise goals. • Provide coaching and mentoring to individuals and teams. • Recognise the achievements of individuals promptly and appropriately, within enterprise

requirements. • Resource and encourage enterprise trainers and assessors (eg ensure necessary equipment

and materials are available) to provide and follow up training and assessment. • Review learning plans, opportunities, strategies and outcomes with individuals or team. • Take action to improve own work practice as a result of self-evaluation, feedback from

others or in response to changed work practices or technology.




Training and development professionals may be internal or external and include workplace trainers and assessors, employee development personnel etc.

Learning opportunities include:

• access to professional and trade journals and publications

• active problem-solving or project involvement

• coaching and mentoring

• demonstration, observation and shadowing

• discussion

• experimentation

• participation in enterprise and industry networks

• rotation and exchange

• structured training

• visits, exchange, discussion with suppliers, customers, competitors.

Individuals and teams may include:

• retail and wholesale sales people, butchers, packers, smallgoods makers and operators, slaughtermen, boners, renderers, labourers, supervisors or anyone employed in the meat industry

• trainees, apprentices, trades people, staff with or without formal qualifications.

Learning plans may be simple or complex and linked with individual and team goals, individual performance appraisal plans, team performance plans and enterprise goals.

Teams may be of two or more members, short or long term and include full-time, part-time, permanent, contract or casual employees.

Workplace learning opportunities may be formal and informal and designed to support initial qualifications, the update of existing qualifications, skills and knowledge or advanced and complementary qualifications, and formal training undertaken outside the workplace.

Targets, goals and performance measures may be short, medium and long term and relate to market advantage, operations, certification, licensing or registration, customer service, skills gains/growth, job redesign, staffing, OH&S, Quality Assurance (QA), waste etc.

Formal training agreements and contracts may include:

• cadetships

• internships

• traineeships and apprenticeships

• training arrangements included in industrial agreements.






• involve preparation of explanations and reports in language styles suitable for the audience and include everyday workplace language, technical and mathematical language


Mathematical skills may relate to product and product quality, price, sales and turnover, profits and losses, return and new custom, market penetration.






⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms





• animal welfare


• consumer law


• employment









• taxation.

• training and education.





• QA requirements




Training services provided by training professionals may include:

• assessment of individual, team and organisational needs

• delivery, assessment, monitoring and management of structured training

• planning of structured training and identification of unstructured and incidental learning opportunities

• training and support for internal coaches and mentors, enterprise trainers and assessors.


















• debrief






MTMPSR405B Build productive and effective workplace relationships – Volume IV


MTMPSR405B Build productive and effective workplace relationships

Unit descriptor This unit covers the skills and knowledge required to develop, maintain and model positive workplace relationships.


Application of the unit Effective workplace relationships contribute to a productive working environment and minimise conflict and disruption. This unit is particularly suitable for first line managers, including supervisors and team leaders working in a meat industry context.



1.1 Information from appropriate sources is utilised to fulfil workplace responsibilities and to develop and refine alternative processes and solutions.

1.2 Communication methods take into account the purpose and the audience, including social and cultural diversity.

1.3 Communication strategies are used to keep people informed and up-to-date on enterprise or department directions and activities.

1.4 Clear and unambiguous guidance and direction is provided to others, consistent with workplace responsibilities.

1 Gather and present information and ideas to do the job

1.5 Input from internal and external sources is sought and valued in developing and refining new ideas and approaches.

2 Develop trust and confidence

2.1 People are treated with integrity, respect and empathy.



2.2 Enterprise’s social, ethical and business standards are used to develop and maintain positive relationships.

2.3 Trust and confidence of colleagues, customers and suppliers is gained and maintained through competent performance.

2.4 Interpersonal styles and methods are adjusted to the social and cultural environment.

3.1 Networking is used to identify and build relationships.

3 Build and maintain networks and relationships

3.2 Identifiable benefits for the team and organisation are provided through networks and other work relationships with stakeholders.

4.1 Problems are identified and analysed and action is taken to rectify the situation with minimal disruption to performance.

4.2 Colleagues receive guidance and support to resolve their work difficulties.

4.3 Pro-active strategies are used to manage individual's performance, within the organisation’s processes.

4.4 Conflict is managed constructively within the organisation’s processes.

4 Manage difficulties to achieve positive outcomes

4.5 Difficult situations are negotiated to achieve results acceptable to participants, and which meet organisation and legislative requirements.


• Accept and provide constructive feedback. • Contribute to and support meetings (eg team, department, maintenance, etc). • Cooperate with other supervisors and managers. • Demonstrate ability to maintain currency of knowledge through independent research or

professional development. • Demonstrate problem-solving and negotiation skills in a range of circumstances. • Develop and implement consultative and participative approaches within own work

responsibilities. • Encourage and respond to individual and team contributions. • Explain the impact of the enterprise's social, ethical and business standards on workplace

relationships.



• Gather and analyse alternative viewpoints, ideas and information to develop processes and strategies.

• Identify and apply relevant OH&S, regulatory and workplace requirements. • Identify factors which influence workplace relationships (eg cultural and social

characteristics, past experience and industrial approaches). • Identify networks and other sources of information which could assist in the development

of workplace relationships and build own knowledge and expertise. • Introduce strategies for improving workplace relationships, for example coaching and

mentoring. • Locate and evaluate information from a range of sources, using a range of available

resources. • Mentor and counsel individuals and teams, within enterprise procedures. • Model positive and effective communication and interaction strategies in the performance

of responsibilities. • Monitor and diffuse potential conflicts and disputes, applying a range of strategies. • Observe and respect enterprise confidentiality requirements and individual’s privacy

requests. • Outline strategies for building networks. • Provide direction, instruction and guidance in ways that encourage cooperation. • Recognise and discuss alternative suggestions, viewpoints and proposals. • Resolve differences between employees, within enterprise processes. • Review own actions and attitudes and describe their impact on others in the work

environment. • Seek feedback from colleagues and networks on own ideas and performance. • Take action to improve own work practice as a result of self-evaluation, feedback from

others, or in response to changed work practices or technology. • Use available information and communications technology to facilitate two-way

communication and understanding. • Use enterprise’s established procedures to handle grievances and complaints. • Work collaboratively with individuals in planning, reviewing and improving performance.


Industry context includes: • cost centres or departments operating semi-autonomously within guidelines of the parent enterprise or company, eg retail meat departments, boning rooms, corning sections


• industry sectors including meat retail and wholesale,



smallgoods manufacturers, boning rooms, food service and meat retail






• involve reading workplace documents which may include status reports, plans and projections, technical manuals, industry journals and financial records

• require use of mathematical terms and may relate to product and product quality, price, sales and turnover, profits and losses, return and new custom, market penetration, advertising distribution and coverage

• require negotiation, persuasion and assertiveness skills.

Diversity of individuals may include:

• ability

• age, gender, language group

• ethnicity, culture and social or economic background.

Information may be from internal and external sources and include:

• documents, manuals, publications

• enterprise, industry and professional or research reports

• input from specialist personnel

• networks

• team contributions and input.

Enterprise social, ethical and business standards may include:

• ‘can do’ service etc

• fairness, equity, respect, honesty

• politeness, cooperativeness, promptness.

Networks may: • be special interest eg professional, technical, OH&S

• be with customers and clients

• internal eg supervisors

• involve other industries, government and community agencies and groups.

Workplace relationships may be with:

• colleagues and peers

• customers, clients and suppliers

• employees under supervision



• superiors

• team/department/section members.


• competitors









⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms





• animal welfare


• consumer law



• equal opportunity, anti discrimination and sexual harassment



• relevant Australian standards





• taxation.
























• assignment



• debrief





MTMPSR406B Manage and maintain a food safety plan – Volume IV


MTMPSR406B Manage and maintain a food safety plan

Unit descriptor This unit covers the skills and knowledge required to manage a food safety plan.


Application of the unit Food safety is critical to public health and safety and the successful operation of meat industry businesses. This unit is suitable for managers in meat retail establishments, and supervisors and team leaders in smallgoods, meat processing and food services establishments, for maintaining the food safety plan or system in a designated work area.



1.1 Food safety principles, food safety procedures and requirements, including regulatory requirements, are explained to the team.

1.2 Team commitment to, and responsibility for, food safety is developed.

1.3 Procedures to support the food safety plan are put in place.

1 Manage the implementation of the food safety plan

1.4 Training and mentoring is provided to the team to assist implementation.

2.1 Team implementation of the food safety plan is monitored.

2.2 Records and reports are completed accurately and on schedule.

2.3 Prompt action is taken to correct non-conformance according to enterprise and regulatory requirements.

2 Monitor the food safety plan and take corrective action

2.4 Causes of non-conformance are identified and analysed.



2.5 Control measures are implemented to prevent future non-conformance.

2.6 Non-conformance is reported according to enterprise requirements.

3.1 Feedback is sought from all personnel to identify potential hazards, corrective actions and controls.

3.2 Processes or conditions which could result in breaches of food safety procedures are identified and preventive or corrective action is taken.

3.3 Corrective action and control procedures are updated to improve food safety.

3 Maintain the food safety plan

3.4 Documentation is completed according to enterprise and regulatory requirements.


• Collect, monitor and interpret data to identify trends and non-conformance. • Communicate with a range of stakeholders, including customers, to convey food safety

requirements and programs. • Demonstrate current technical and process knowledge for the control of hazards and

improvement of the food safety system. • Demonstrate enterprise monitoring procedures (including sampling, testing and required

records and documents) and explain their purpose. • Determine and take corrective action. • Explain enterprise recall and traceability procedures. • Explain food safety requirements to the team. • Explain food safety risk assessment procedures. • Explain the HACCP principles and the process for developing a food safety plan. • Explain the regulatory requirements that apply to the enterprise's food safety plan. • Identify and apply relevant OH&S, regulatory and workplace requirements. • Identify and review operations and practices for food safety improvement. • Identify enterprise Standard Operating Procedures (SOPs) and explain their role in the

food safety system. • Lead personnel/team in investigation of food safety incidents and potential incidents. • Maintain currency of knowledge through independent research or professional

development. • Monitor records and documentation for accuracy and conformance. • Respond to food safety incidents and implement food recall procedures as required.



• Review communication systems (spoken and written) to minimise the potential for mis-reporting and misunderstanding of food safety requirements, procedures and plans.

• Take action to improve own work practice as a result of self-evaluation, feedback from others or in response to changed work practices or technology.

• Use a range of communication and team building strategies to gain team commitment to food safety.

• Use detailed product knowledge (including product characteristics and the requirements for safe preparation, processing, storage, handling, display) to monitor food safety.

• Utilise problem-solving strategies required in investigating non-conformance and reviewing the food safety system.


Food safety plans will be: • based on HACCP principles

• in standard formats and meet mandatory requirements

Teams may be: • a department or small business

• a food safety or HACCP team

• all personnel in work area

• two or more people.

Record-keeping systems may be electronic and/or manual.

Reports may be complex, contain technical, mathematical and graphic information and be presented in standard formats according to enterprise and legal requirements.


• animal welfare


• consumer law











• taxation.






⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms









• SOPs



Standard operating procedures may relate to personal hygiene, food preparation and processing, pest control, waste disposal, cleaning, maintenance of premises, product recall, customer complaints, calibration.



• involve communication and information technologies





• require negotiation, persuasion and assertiveness skills.












⎯ food safety plan and/or HACCP plan





• assignment or simulation


• workplace referee or third party report on performance.







Meat and Livestock Australia Guidelines for the safe manufacture of smallgoods.

MTMPSR5601B Design and manage the food safety system – Volume IV


MTMPSR5601B Design and manage the food safety system

Unit descriptor This unit covers the skills and knowledge required to design andmanage food safety programs for a meat industry enterprise including meat processing, smallgoods, retail and food services operations. The unit also covers skills and knowledge for working with customers and consumers on food safety issues.


Application of the unit This unit is appropriate for all managers in a food safety and/or Quality Assurance (QA) role, and for those working in production roles with responsibility for food safety and QA within their job role.

Food safety is a critical element of product quality and is a priority for all sectors of the meat processing industry. Food safety is also a community issue and public perceptions of the safety of meat and meat products impact on the viability of meat processing enterprises.



1.1 Goals, scope and requirements of food safety system are determined, consistent with customer, enterprise and regulatory requirements.

1.2 Alternative food safety systems are evaluated against enterprise requirements and preferred system is identified.

1.3 Development of the food safety system is carefully planned, using team and consultative approaches.

1 Establish enterprise meat or food safety system requirements

1.4 Resource requirements, including staff training requirements, for effective systems operation and maintenance are identified and obtained.

2 Develop food safety systems

2.1 Food safety responsibilities, obligations and roles are identified and clearly explained to stakeholders.



2.2 Processes covered by the food safety system are identified and described.

2.3 Food safety hazards are identified for all processes within the scope of the food safety system.

2.4 Hazard control measures are identified, developed and validated.

2.5 Procedures for preventative action are developed.

3.1 Monitoring procedures are developed and monitoring information is used to inform corrective actions.

3.2 Corrective actions are developed and implemented to effectively control hazards.

3.3 Recording and documentation procedures are developed, maintained and secured.

3 Establish monitoring procedures and corrective actions

3.4 Strategies to support the workforce in the routine and consistent application of food safety systems are developed, resourced and implemented.

4.1 Audit procedures are established and audits monitored.

4.2 Verification procedures and schedules are established and verification information is used in the review of the food safety system.

4.3 Food safety system is reviewed and updated for changes in Australian Standards, technical information (including verification data) and process information according to established procedures.

4.4 Food safety systems are prepared for external review and approval by relevant authorities.

4 Evaluate food safety system

4.5 Performance information is used to measure performance against policies and goals.

5.1 Interactions with the public, regulatory authorities and agencies are conducted in a positive, cooperative and open manner.

5.2 Food safety incidents and non-compliances are reported promptly to relevant authorities.

5 Communicate food safety outcomes

5.3 Customer and consumer feedback is gathered, analysed and included in review of the food safety system.



5.4 Food safety system outcomes are documented to promote public confidence in enterprise products and services.


• Analyse performance information to determine progress and areas for review or improvement.

• Consult with stakeholders to determine the scope of the food safety systems, procedures and controls and identify food handling practices, processing techniques and support programs in use.

• Demonstrate detailed knowledge of HACCP principles and techniques and where appropriate to the enterprise, Good Manufacturing Practices.

• Demonstrate detailed knowledge of validation and verification (including audit) purposes and processes.

• Demonstrate substantial product and process knowledge and the microbiological, physical and chemical impacts on the safety of enterprise meat and meat products in the identification of hazards and the assessment and control of food safety risks.

• Determine measures for correcting processes or outcomes outside acceptable limits or support program requirements including procedure to be followed, when corrective action must be implemented, the person responsible for taking corrective action and the information to be recorded.

• Develop and validate control measures using objective data, industry guidelines and codes of practice.

• Develop performance standards and criteria for the food safety system. • Develop strategies to support the workforce in the implementation of the food safety

system. • Establish internal audit processes and schedules, including developing and leading the

audit team. • Establish procedures to monitor, review and secure record-keeping systems consistent with

regulatory requirements. • Establish verification procedures and schedules and identify action required if the

outcomes of verification indicate that the program requirements have not been met or that the original program was inadequate.

• Establish, monitor and continuously improve food safety support systems consistent with regulatory requirements.

• Evaluate alternative food and/or meat safety systems for suitability for enterprise goals and directions, enterprise operations, enterprise product, cost and customer and regulatory requirements.

• Identify and apply relevant OH&S, regulatory and workplace requirements. • Identify monitoring requirements and develop monitoring procedures for food safety

hazards identified in the enterprise. • Identify the enterprise’s ethical standards and the implications for the food safety system.



• Identify the roles, responsibilities and obligations of the enterprise and individuals in the food safety system.

• Identify workforce training needs and negotiate and schedule training to support system requirements and operation.

• Liaise with suppliers to establish and monitor enterprise food safety and quality requirements for products and processes.

• Maintain currency of knowledge through independent research or professional development.

• Monitor public health requirements and concerns and prepare reports for the enterprise, public health authorities, customers and consumers on progress and outcomes of the food safety system.

• Monitor the implementation of preventative action measures, controls and actions to correct non-compliance or non-conformances.

• Outline regulatory requirements for food safety (including HACCP-based programs, support programs, record-keeping, verification and internal/external audits) and explain the implications for enterprise operations.

• Outline scope, auditor role and responsibility, and scheduling requirements for internal and external audit process.

• Outline the legal responsibilities for reporting audit findings (including breaches and non-compliances to enforcement agencies) and for conflicts of interest, confidentiality, rights of appeal and giving evidence in court.

• Prepare accurate reports for senior management detailing compliance breaches/incidents, actions and outcomes and the implications for the enterprise.

• Prepare action plans for the development and review of the food safety system, which include timelines, the establishment, leading and support of the HACCP team.

• Prepare and present food safety system information, procedures, documentation and reports in languages, formats and styles appropriate for the audience and purpose.

• Prepare communication strategies to inform internal and external stakeholders of progress and outcomes of the food safety system.

• Prepare HACCP plans and support documentation including hazard analysis charts and tables, manuals, data analysis reports, corrective action reports and verifications reports, Standard Operating Procedures (SOPs) and work instructions where appropriate for the enterprise system.

• Provide feedback to the workforce or team on food safety performance. • Take action to improve own work practice as a result of self-evaluation, feedback from

others or in response to changed work practices or technology. • Use appropriate communication skills and strategies for informing and confirming the

roles, responsibilities and obligations of all participants in the operation of the enterprise. • Use available technology and data management systems to gather, record, manipulate,

interpret and report food safety data and information.





Food safety systems: • are written documents required by legislation which specify how businesses will control all food safety hazards that are reasonably expected to occur within a food enterprise

• may be developed by personnel within the enterprise or by external consultants

• may be developed within an enterprise’s QA system or as a discrete program

• must provide for the systematic monitoring of controls and actions to correct hazards not under control. Records demonstrating action in relation to or in compliance with the food safety program must be kept.

• may be for export or domestic processing, smallgoods manufacturing, wholesaling, cold stores or retail enterprises

• may be ISO based or non ISO based.


• animal welfare


• consumer law









• taxation.


• competitors


• regulatory authorities



Preventative action may involve:

• revision of materials, processes and/or food handling procedures



• revision of workplace practices and documentation such as specifications, SOPs, approved supplier programs, and work instructions.

A corrective action plan identifies non-conformance, corrective actions, date by which action must be taken and other follow up requirements.

Food safety documentation includes:

• amendment registers

• Critical Control Point (CCP) monitoring forms and additional monitoring requirements

• CCP work instructions

• factory/shop floor plan

• HACCP audit table

• HACCP team register

• hazard analysis table

• process flow charts

• product description or use

• supporting programs and schedules relating to hygiene, cleaning and sanitation procedures, work instructions, approved chemicals, calibration, pest control, training, product identification and recall.

Technical information includes conditions for bacterial food poisoning, including product composition, temperature, time, aw, pH.

Food safety systems, procedures and controls apply to:

• display, packaging and sale of food, including meat and meat products

• equipment design, use and maintenance

• handling and disposal of condemned or recalled food (including meat) products

• location, construction and servicing of meat premises

• processing, further processing and preparation of food including meat and meat products

• receival, storage and transportation of food including meat and meat products.

Validation is the identification, collection and analysis of objective information to confirm that operations (equipment, processes, procedures) are able to provide the required food safety outcomes.

Strategies to support the workforce in the implementation of the food safety system may include:

• clear signage

• coaching and mentoring

• development and presentation of procedures in plain language and visuals

• implementation of problem-solving by work teams to develop and monitor food safety procedures



• initial and refresher structured training programs

• provision of appropriate work areas and equipment.

Audit processes include planning, establishing controls, developing the team, conducting entry and exit meetings, controlling caucus meetings, issuing corrective action requests, preparing reports, giving feedback and input into the improvement of the system.

Verification schedules may be defined in legislation relevant to the sector. Verification applies to all aspects of the food safety program including documentation, auditing and support programs.






⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms







• SOPs


Product/process monitoring may be:

• microbiological or chemical testing

• online testing

• sensory.

Monitoring requirements for food safety hazards include:

• a description of the method or procedure to be followed

• the frequency and timing

• the information to be recorded. Procedures to be followed would typically be specified in the form of a SOP or work instruction



• the person responsible.

Public health requirements include the impacts of pathogenic bacteria such as:

• Clostridium etc

• E.coli

• Listeria

• Salmonella

• Yersinia.



• involve reading and interpreting workplace documents


Data management systems may be manual or computerised, cover data collection, data monitoring and data analysis and interpretation and include:

• calculators

• charting and graphing materials

• computer software packages including spreadsheets, statistical analysis packages

• computerised equipment

• inspection regimes

• manual measuring equipment (eg thermometers, pressure gauges, scales)

• monitoring sheets, records etc

• product quality and safety.

























ARMCANZ, 1998 Microbiological Testing for Process Monitoring in the Meat Industry, Stage 1 Guidelines.

Department of Agriculture, Fisheries and Forestry (www.affa.gov.au), Australian Government.


• A Microbiological Analysis of Meat Inspection Procedures for Fancy Meats (1999) PPI 133


• Contamination of Carcases During Slaughter and Dressing (1998) PPI 135

• Continued Development of Bunging Equipment (1997) PPI 136

• Escherichia coli on Beef Carcases



• Evaluation of Steam Vacuuming Equipment for Removal of Contamination from Beef Sides (1996) PPI 138

• Guidelines for the safe manufacture of smallgoods (2003) LPI 401

• Microbial Food Safety Risk Assessment Workshop (2001) PPI 149

• Microbiological Testing for the Meat Industry

• Predictive Microbiology for the Meat Industry (1999) PPI 131

• Safe Beef Carcase – Export Chilling Procedures

• Sampling and Test Protocols (1997) Project MSHE.003

• Sheep Dressing Hygiene Guidelines (1996) PPI 147

• The Effectiveness of Knife Sterilisation Between Spear Cuts During Mutton Dressing (1997) Project MSQS.012

• The Microbiology of Australian Meat (2000) PPI 133.

Mills, CA 1989, The Quality Audit: A management evaluation tool, McGraw-Hill Professional, Wisconsin.

MTMPSR5602B Manage meat processing systems for meat and meat product quality – Volume IV


MTMPSR5602B Manage meat processing systems for meat and meat product quality

Unit descriptor This unit covers the skills and knowledge required to manage the quality system and maintain the quality of products. It includes the skills and knowledge to monitor, review and improve enterprise operations to ensure delivery of meat and meat products that satisfy customer demands.


Application of the unit This unit is particularly appropriate for Quality Assurance (QA)personnel, production managers, cold chain coordinators and transport coordinators. Many factors impact on the quality, including eating quality, of meat and meat products, which affect prices and sales.



1.1 Relevant regulatory, scientific, industry and market information defining meat quality is researched and analysed.

1.2 Customer and consumer perceptions, expectations and requirements are identified and analysed.

1.3 Meat quality is defined and balanced against enterprise requirements for yield and cost.

1.4 Enterprise meat quality specifications for suppliers or supplied product and end product are prepared.

1 Define meat quality

1.5 Performance standards, including specifications, are established and data collection strategies are put in place.

2 Analyse production processes and systems for impact on meat quality

2.1 Meat quality control points along the value chain, including pre and post slaughter factors, are identified.



2.2 Enterprise operations including inputs, processes and technology are analysed for impact on meat quality, yield and cost.

2.3 Recommendations to improve operations for product quality are prepared and presented.

2.4 Alliances with suppliers and customers are identified and established to improve quality at all points in the value chain.

2.5 Resource requirements for the achievement of meat quality specifications are identified and allocated.

3.1 Sampling and testing procedures and schedules are prepared and implemented.

3.2 Non-conformances with meat quality requirements are investigated.

3 Monitor meat product quality

3.3 Preventative and control measures are developed and implemented.

4.1 Performance is analysed and assessed against performance standards.

4.2 Continuous improvement strategies are developed and strategies for implementation prepared.

4 Evaluate meat quality outcomes

4.3 Consumer and customer feedback is analysed and acted on within the continuous improvement framework.

5.1 Meat quality outcomes are reported to stakeholders, including employees, customers and consumers.

5 Promote enterprise meat quality outcomes

5.2 Enterprise meat quality specifications are used to identify enterprise’s market edge.


• Apply relevant communication and mathematical skills. • Assess and monitor the efficiency of improvements to meat and meat product quality. • Demonstrate detailed knowledge of HACCP principles, systems and food safety

requirements for enterprise product. • Describe the nutritional content and value of meat and meat products. • Detail the impact of species, breed, sex, age (dentition and ossification) and nutrition of

livestock on meat and meat product quality. • Develop performance criteria for meat and meat product quality.



• Evaluate current plant, equipment and processes for impact on meat and meat product quality.

• Evaluate product quality outcomes through the development of specifications and performance standards, analysis and interpretation of performance information including costs and sales.

• Explain enterprise requirements for product costs. prices and sales and how this influences enterprise definitions and achievement of product quality.

• Explain the major physical, chemical/biochemical and microbiological characteristics and changes affecting the quality of meat and meat products.

• Identify and apply relevant OH&S and workplace requirements. • Identify and determine optimum testing and sampling regimes to monitor and measure the

quality of enterprise product. • Identify meat tenderisation techniques and explain their suitability for enterprise product

and operations. • Identify pre and post slaughter factors and explain their impact on meat and meat product

quality. • Improve product input and service quality through the development of alliances, supplier

specifications and audit processes, monitoring input quality. • Maintain currency of knowledge through independent research or professional

development. • Monitor operations for meat and meat product quality. • Outline biological and anatomical structures of major species processed in Australia for

human consumption. • Outline local and international meat and meat product description and grading systems

operating in the Australian market. • Outline regulatory requirements impacting on enterprise operations and the quality of

enterprise product. • Prepare and communicate information on meat and meat product quality outcomes to

workforce, consumers and customers. • Prepare recommendations for improving operations to maintain and enhance meat/meat

product quality. • Prepare specifications for enterprise product, including specifications for end product

where not provided by customer, supplier and supplied product specifications, product description, labelling and claims.

• Research best practice in meat processing, meat manufacturing and meat preparation techniques and technology including computerised, mechanical and manual systems, and the impact on product quality.






Quality criteria for defining meat quality may include:

• consumer preferences


• eating quality standards eg Meat Standards Australia.

Pre and post slaughter factors affecting meat quality may include:

• breeding, farming and farm handling, including diet and nutrition

• climate and seasonal variations

• cooking

• further processing, refrigeration, packaging, storage and handling

• livestock characteristics, including anatomy and biochemical characteristics

• slaughtering and processing operations

• transportation, handling and lairage.

Tests of meat and meat products may include testing for:

• ascorbate, erythorbate

• ash

• crude fat, chemical lean

• intolerances eg gluten, MSG

• meat content

• moisture content

• nitrate content

• pH

• preservatives, eg sulphur dioxide

• salt content

• species

• starch

• water activity.


• competitors




Communication and mathematical skills may:

• be complex and relate to product and product quality, financial operations, personnel, operations, sales and turnover, exports etc

• be formal or informal

• be inclusive of the cultural, ethnic and social diversity of



individuals and groups

• involve face-to-face and technological or electronic methods

• involve the reading and interpretation of workplace-related information


• relate to complex actual and hypothetical technical and financial modelling, calculations, interpretation or analysis


• require assertiveness, persuasion and negotiation skills.

Assessing and monitoring of the efficiency improvements to meat and meat product quality requires:

• analysis of current and potential sales and prices

• comparison of costs and prices against estimates

• estimation of returns

• preparation of resource proposals.

Physical, chemical and microbiological factors affecting meat quality may include:

• bruising, bone damage and breaks

• ecchymosis

• hanging, ageing, tender stretching

• loss of moisture

• pH, myoglobin, glycogen, adrenalin, ATP, creatine phosphate, oxidisation effects on taste, colour, tenderness etc

• proteins, fats and carbohydrates.

• storage including vacuum packaged, frozen and chilled.






⎯ coat and apron



⎯ head-wear


⎯ mesh apron






⎯ uniforms









Meat tenderisation techniques include:

• advanced technological processes

• calcium activated tenderisation

• conditioning, including elevated temperature conditioning

• electrical stimulation

• further processing (cooking, smoking etc)

• mechanical tenderisers eg knife tenderisers

• product ageing process (rigor mortis, shear force, post mortem including calcium dependent) proteolysis

• tender stretching.

Monitoring of operations for meat and meat product quality includes:

• establishing and monitoring sampling and testing procedures specific to each product

• identifying quality specifications and tolerances

• implementing preventative measures and controls

• taking corrective action in the case of non-conformances.

Meat product descriptions and grading systems may be for Australian or international markets and include:

• AUS-MEAT

• Japan Beef Grading System

• Meat Standards Australia

• USDA Grading System.


• animal welfare

• Australian Standards relevant to the meat industry


• consumer law








• legal requirements relating to erythorbate, meat content, nitrate, product labelling and claims



• taxation.

Recommendations for improving operations to maintain and enhance meat or meat product quality include:

• analysis of alternative configurations of labour and technology

• identification and assessment of alternative or new processes

• identification of appropriate resources, technology and processes

• strategies for ensuring the quality of supplied product

• updating of procedures for changes in technical knowledge and information.





















• case study

• workplace project or audit with focus on company environment and conditions.




AUS-MEAT (www.ausmeat.com.au):

• Users’ Guide to Australian Meat (2003) 3rd edn

• Handbook of Australian Meat 7th edn, 2005

• Australian Pork Limited (www.apl.au.com).


• Maximising lamb and sheepmeat eating quality – a guide for Australian lamb and sheepmeat producers

• Preventing dark cutting in livestock (2000) PPI 151

Tips and tools:

• An introduction to LAMBPLAN (2000) LPI 029

• Boer Goat Genetics for Meat Production

• KIDPLAN – goat genetic system (2000) LPI 031

• Managing glycogen to improve meat quality in lamb and sheepmeat (2000) PLI 033

• MSA requirements for handling cattle (2000) ISO 06

• MSA Information Kit (2001) LPI 102.

Meat Standards Australia (www.msagrading.com).

Food Science Australia: Meat Industry Services (www.meatupdate.csiro.au), Meat technology update, CSIRO series.

MTMPSR5603B Control cold chain (refrigeration) operations – Volume IV


MTMPSR5603B Control cold chain (refrigeration) operations

Unit descriptor This unit covers the skills and knowledge required to plan and oversee the effective operation of enterprise cold chain and refrigeration systems to ensure product quality and food safety. It also covers ways to manage and reduce the costs of cold chain operations. Cold chain systems and operations are critical to the quality of enterprise products and their efficient management will help minimise the cost of production.


Application of the unit Production managers, plant engineers, quality assurance, maintenance and chiller managers or coordinators may require this range of skills and knowledge.




1.1 Enterprise goals, directions and forecasts are analysed and the implications for cold chain requirements are determined.

1.2 Enterprise refrigeration systems, cold chain, technical support team and operations are documented.

1.3 Regulatory requirements relating to the operation and maintenance of refrigeration systems are identified.

1 Assess enterprise cold chain system requirements

1.4 Enterprise requirements for specialised refrigeration advice and expertise are determined.



1.5 Optimum refrigeration requirements to maintain quality of products are determined.

1.6 Performance standards and targets including standards related to cost, quality and waste are established.

2.1 Procedures for the hygienic and safe operation and maintenance of refrigeration or cold chain systems are developed according to quality, food safety, manufacturer specifications, and customer and enterprise requirements.

2.2 Contingency plans and procedures for systems failure or overload are prepared and conveyed to relevant personnel.

2.3 Emergency procedures and plans are prepared and included in health and safety systems, procedures, training and work instructions.

2 Manage and control cold chain systems

2.4 Strategies for communicating and resolving systems problems and failures with stakeholders are prepared.

3.1 Performance information requirements and data collection strategies are determined and developed.

3.2 Monitoring procedures for the operation of refrigeration or cold chain systems are established and maintained.

3.3 Non-conformances are investigated and corrective actions implemented.

3 Monitor refrigeration and cold chain system performance

3.4 Preventative and control procedures are developed and implemented to prevent future non-conformance.

4.1 Performance data is analysed and measured against performance standards, including product quality and cost requirements.

4.2 Energy costs of refrigeration systems are calculated and monitored.

4.3 Strategies for improving performance and minimising costs are developed and implemented.

4 Improve refrigeration system performance

4.4 Refrigeration system requirements are included in budgets and forward planning.





• Apply calculation skills and budget principles to refrigeration costs. • Apply relevant communication and mathematical skills and processes. • Assess requirements for enterprise refrigeration or cold chain systems based on enterprise

goals, directions and forecasts, detailed product knowledge and regulatory requirements. • Describe strategies for reducing heat loads. • Describe the impact of humidity on eating quality, production and storage of meat and

meat products. • Describe the impact of moisture transfer during chilling and freezing on quality, production

and storage of meat and meat products. • Describe the impact of packaging on chilling and freezing rates of meat and meat product. • Develop and maintain the operating system. Prepare manuals and procedures for the

operation of refrigeration systems, chillers and freezers according to hygiene, safety, quality and customer requirements. This also requires determining corrective actions for systems variations and non-conformances.

• Explain the concept of heat load and the implications for product quality and energy requirements for refrigeration system.

• Explain the impact of chilling or chilling rates and freezing or freezing rates on quality, production and storage of meat and meat products.

• Explain the thermal properties of meat and meat products and the implications for meat quality.

• Identify and apply relevant OH&S and workplace requirements. • Identify enterprise requirements for refrigeration system. This includes evaluating

requirements for specialist personnel and expertise for management and maintenance of refrigeration system; and evaluating different methods of chilling and freezing for cost, efficiency and impact on product quality.

• Identify key personnel for the resolution and communication of systems problems and failures.

• Identify the hygiene and sanitation requirements for operation, cleaning and maintenance of cold chain systems.

• Maintain currency of knowledge through independent research or professional development.

• Maintain the quality of products in the cold chain. This requires monitoring chillers or freezers and interpreting refrigeration data to maintain appropriate temperature or humidity for product types and quantities.

• Manage maintenance of enterprise refrigeration systems including the negotiation and preparation of maintenance schedules; monitoring repairs; conformance with regulatory and quality requirements; and replacement requirements.

• Manage refrigeration costs. This requires monitoring the costs of refrigeration including internal or external service models, maintenance costs, lost time costs, product losses and energy costs, minimising energy costs.

• Monitor and report system performance. This requires setting performance standards and measures for refrigeration system, consistent with enterprise goals and products, analysing performance information and making recommendations for systems improvement for inclusion in enterprise forward planning.



• Operate refrigeration or cold chain systems efficiently. This includes identifying and implementing strategies for reducing heat load in enterprise chiller or freezer, minimising energy costs, maximising availability and minimising down time, maintaining temperatures according to quality and food safety requirements.

• Outline processes and methods for chilling and freezing meat and meat products and their impact on product quality, food safety and tenderness.

• Outline relevant regulatory requirements including food safety regulations and the implications for the management of the enterprise refrigeration or cold chain systems.

• Outline the health and safety requirements related to the safe handling of refrigerants and safety in controlled atmosphere and confined spaces.

• Outline the main elements of the compression cycle (compressor, evaporator, condenser, refrigerant) used in refrigeration.

• Prepare safety procedures for chillers or refrigeration systems including emergency plans and procedures for incidents and accidents associated with refrigerants (leaks, spills, etc) and procedures for the safe and efficient operation of equipment (eg forklifts, lights, etc) in chillers and freezers.


• Utilise information and communications technology including statistical and modelling software for research, data collection and analysis, and reporting.


Cold chain systems include chillers, freezers and other temperature controlled areas.

Cold chain may extend from point of slaughter to retail outlet and include transportation.

Optimum requirements for enterprise refrigeration systems may relate to technical requirements (eg heat load transfer and efficiency) for efficient and cost effective systems, and capacity to meet enterprise production and product requirements.

Refrigeration concepts and terms include:

• ambient temperature

• Biot number: ratio of conductive (internal) resistance to heat transfer to the convective (external) resistance

• half cooling time

• surface heat transfer

• thermal properties of meat including conductivity.


• competitors






Performance measures for cold chain systems may relate to costs, energy consumption, food safety, product quality and customer specifications.

Communication may: • be formal or informal

• be inclusive of the cultural, ethnic and social diversity of individuals and groups

• involve face-to-face, technological and electronic methods




• require assertiveness, persuasion and negotiation skills.

Mathematical skills may: • relate to complex actual and hypothetical technical and financial modelling, calculations, interpretation or analysis

• be complex and relate to product and product quality, financial operations, personnel, operations, sales and turnover, exports, etc

Strategies for reducing heat loads may include:

• air curtains

• automatic door closers

• improved insulation to prevent heat filtration through wall

• no lights, people, machinery inside

• plastic strips

• removal of heat load caused by fans.

Impact of humidity on eating quality, production and storage of meat and meat products includes:

• high humidity, condensation – hygiene, micro-growth or spoilage, reduced efficiency of refrigeration plant – coils, cooling towers, evaporative condensers, reduced efficiency of dryers, slow carcase drying, mould growth processing rooms, worker discomfort, deterioration of paint, equipment, plant, poor carcase

• low humidity – weight loss, cold storage, thawing, poor carcase appearance, burns and discolouring, slow thawing.

Qualities of humidity include: • enthalpy of humid air (heat content of humid air)

• relative humidity

• saturation absolute humidity



• saturation vapour pressure.

Effects of chilling or chilling rates on product quality include:

• changes in evaporation and therefore weight

• changes in pH levels

• changes in repacking density

• cold shortening and toughening

• harder to identify source or species

• microbiological growth

• oxidative rancidity

• variable tenderness from external and internal factors.






⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms











Systems improvement may include assessment of alternative refrigeration strategies such as:

• different configurations and types of chillers

• repair, upgrade or purchase of new equipment and systems

• use of alternative energy sources or alternative



refrigeration service models such as:

⎯ combination of internal and external expertise

⎯ external contractors

⎯ internal personnel.

Methods of chilling and freezing meat and meat products may include:

• air – natural convection, forced convection, spray chilling

• air freezing

• contact freezing

• cryogenic – gaseous, sold, liquid (liquid nitrogen, solid carbon dioxide)

• cryogenic freezing

• direct contact – plate freezing, conduction

• direct freezing systems

• liquid immersion – chilled water or glycol solution.


• animal welfare

• Australian Standards relevant to the meat industry


• consumer law





• HB 40.1-2001 The Australian Refrigeration and Air-conditioning Code of Good Practice – Reduction of emissions of fluorocarbon refrigerants in commercial and industrial refrigeration and air-conditioning applications




• taxation.


Overview of assessment The meat industry has specific and clear requirements for evidence. A minimum of three forms of evidence is required



to demonstrate competency in the meat industry. This is specifically designed to provide evidence that covers the demonstration in the workplace of all aspects of competency over time.










⎯ customer specifications


⎯ QA manuals










AUS-MEAT (www.ausmeat.com.au).






• Escherichia coli on Beef Carcases (1996)

• Predictive Microbiology for the Meat Industry Jul (1999) PPI 131

• Safe Beef Carcase – Export Chilling Procedures (1999)

• The Microbiology of Australian Meat (2000) PPI 133.




Unit descriptor This unit covers the skills and knowledge required to cost, develop, evaluate and manage the commercial production of new products or processes. The development of new products and processes can provide the business with a competitive edge and lead to new markets.


Application of the unit This unit applies to senior staff in a meat industry enterprise who have responsibility for the research, development, evaluation and implementation of new products or processes.



1.1 Internal and external environments including legislative framework, industry directions, enterprise goals and consumer trends are analysed to identify emerging opportunities.

1.2 Enterprise goals for the development of new product or process are clearly described.

1.3 Potential products or processes are identified and evaluated, consistent with the goals and directions of the enterprise.

1.4 Enterprise estimates and forecasts of required production levels, costs, sales and required rate of return are obtained.

1 Identify potential for new product or process development

1.5 Regulatory requirements for the development and sale of new product or process are identified.

2.1 Schedules and plans for the development and trial of new product are prepared.

2.2 Sources of technical expertise and information are identified.

2 Develop and test product or process

2.3 Product or process concept is researched and refined.



2.4 Prototype is developed and evaluated for impact on meat quality and food safety.

2.5 Specifications for new product or process are refined and confirmed.

3.1 Bench top samples of new products are prepared.

3.2 Trials and tests of product or processes are coordinated, monitored and evaluated for commercial operation.

3.3 Customer and consumer feedback is gathered and analysed.

3.4 Enterprise capacity to support new product or process is assessed and system strengths and weaknesses are identified.

3.5 Resource analyses and proposals for the introduction of new product or process are prepared.

3.6 New product is costed for commercial implementation and evaluated against enterprise forecasts of production, costs, sales and rate of return.

3.7 Risks are identified, measured and analysed.

3 Evaluate feasibility of product or process for the enterprise

3.8 Recommendations including risk management strategies are prepared and presented to stakeholders.

4.1 Resources for commercial operation are obtained and scheduled.

4.2 Action plans for the scale up to commercial operations are prepared, in consultation with enterprise personnel.

4.3 Communication and consultation strategies to inform stakeholders of progress and gain commitment to the process are prepared and implemented.

4.4 Food safety requirements of new product or process are identified and included in food safety system and plans.

4.5 Monitoring and control systems are developed and implemented.

4.6 Contingency plans are prepared.

4 Scale up operations for commercial implementation

4.7 Personnel are trained in new product or processes, systems and procedures.



4.8 Product or process is commissioned with minimum disruption to other operations.

5.1 Product information and samples are prepared for marketing and promotion.

5.2 Targets for new product or process are determined in consultation with relevant personnel, within enterprise goals and operations.

5.3 Product or process performance is measured against targets.

5.4 Causes of non-achievement of targets are analysed and recommendations for improvement prepared.

5 Evaluate market impact of new product

5.5 Customer or consumer feedback is gathered, analysed and included in recommendations for improvement.


• Analyse product or process performance against enterprise targets. This includes identifying company goals, setting targets, collecting and analysing performance data including customer feedback.

• Apply relevant communication and mathematical skills. • Demonstrate ability to work effectively as an individual and as a team member. • Describe and comply with the legal, ethical and regulatory requirements relating to the

development, testing and trialing, packaging, labelling and distribution of meat and meat products.

• Develop commitment and capacity of personnel. This requires identification of training requirements and provision of training, consultation with personnel in planning and in the resolution of problems, teamwork, and the use of effective communication strategies with all stakeholders.

• Develop concept proposals based on detailed technical and product knowledge and an evaluation of alternative products or processes.

• Explain the impact of pre and post slaughter factors and the major physical, chemical, biochemical and microbiological characteristics and changes affecting the quality of meat and meat products.

• Identify and apply relevant OH&S and workplace requirements. • Outline sampling, testing and evaluation procedures and assess their appropriateness to the

development of new product. • Outline the nutritional qualities of meat and meat products. • Plan and implement the commercial operation of the new product or process. This includes

obtaining and scheduling resources, the development of standard operating procedures, work instructions, product specifications and their integration with plant systems.



• Prepare product descriptions for a range of audiences, for example regulatory authorities, importing countries, enterprise marketing and/or sales personnel, customers and consumers.

• Prepare product or process development strategy. • Prepare resource proposals based on the calculation and estimation of costs, sales, payback

periods and potential rates of return. • Present reports according to legal and enterprise requirements. • Research and describe current technical and product information relating to potential new

product, for example processing and manufacturing techniques, functional ingredients, additives, and consumer and industry trends.

• Take action to improve own work practice as a result of self-evaluation, feedback from others, or in response to changed work practices or technology.

• Utilise a range of communication and information technologies for the development, testing, monitoring and analysis of new products.


New product or process developments may include:

• development of products or processes totally new to the market

• introduction of products or processes already in the market and used by competitors

• product or process extensions eg pack sizes, mild and hot salamis, restructured meat products

• product or process improvements including convenience (eg easy carve), eating quality (eg taste), extended shelf life.

Internal and external environments and information may include:

• changes in legislation eg export, environment, food safety

• competitors’ practices

• enterprise goals and requirements for by-product utilisation, increased market share, diversification

• market research and consumer feedback

• technical advances.

Trials and tests of products or processes are conducted within the framework of enterprise and industry ethical and legal standards.

Trials and tests of products or processes may include:

• chemical, microbiological, nutritional, physical, organoleptic or other sensory evaluations and tests

• customer or consumer evaluations



• instrumental and non-instrumental tests.

Costs of commercial implementation operation may include:

• determining enterprise current and future capacity against projections

• interpreting and analysing the results of product or process tests and trials

• pre-production costs (eg capital), production costs and post production costs including marketing and distribution

• resource requirements.

And are conducted within the framework of enterprise and industry ethical and legal standards.

Communication may: • be formal or informal and involve personal face-to-face methods and technological and/or electronic methods

• involve communication and information technology that may include telephone, email, internet, software including testing and analysis programs, scheduling, financial packages, data bases etc


• involve strategies that are inclusive of the cultural, ethnic and social diversity of individuals and groups

• involve the use of negotiation, persuasion and assertiveness skills



• require the establishment of appropriate industry and information networks.

Causes of non-achievement of targets may include:

• ingredient availability

• packaging

• palatability and quality

• price point

• production costs and levels

• unit size.

Mathematical skills may relate to complex actual and hypothetical technical and financial modelling, calculations and interpretation and analysis. Mathematical information may be complex and relate to product and product quality, financial operations, personnel, operations, sales and turnover, exports etc.




• animal welfare


• consumer law









• taxation.






⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms









Additives may include: • alginates and calcium technology



• binding agents

• protein additives (meat and non meat).




















Assessment practices should take into account any relevant language or cultural issues related to Aboriginality, gender, or



language backgrounds other than English. Language and literacy demands of the assessment task should not be higher than those of the work role.




• Technology transfer resource package #2 (+ CD ROM PPI 217




Unit descriptor This unit covers the skills and knowledge required to assess the enterprise’s potential and capacity for entering new markets. It includes the skills and knowledge needed to identify new markets including local, interstate and international markets, research regulatory requirements and negotiate contracts. The decision to enter new markets is based on extensive research and planning.


Application of the unit Management understanding of the risks and benefits of new markets and the impact on the business is essential. Managers responsible for marketing and production, and Quality Assurance (QA) managers required to supply product for new markets would benefit from this unit. This unit is relevant for all sectors of the industry.



1.1 Sources of assistance for identifying and establishing new markets are identified and evaluated.

1.2 Characteristics of potential markets are analysed.

1.3 Enterprise product or service range is reviewed in terms of potential market and customer requirements.

1.4 Competitive position of enterprise product is assessed and sales projections are prepared.

1.5 Licensing and other regulatory requirements are determined.

1 Research and determine viability of entering new markets

1.6 Costs, benefits and risks of entering new markets are evaluated.

2.1 Resourcing strategies for entering the new market are developed.

2 Develop a market entry strategy

2.2 Strategies for managing risk are identified.



2.3 Marketing strategy is developed, in association with relevant internal and external personnel.

2.4 Distribution strategy is planned to ensure profile of product in the new market.

3.1 Enterprise terms of payment and administrative requirements are established.

3.2 Documentary and commercial requirements of new markets are identified.

3.3 Finance and insurance requirements are identified.

3 Identify contract and service requirements

3.4 Requirements for transport and distribution contracts are identified to ensure quality and safety of product.

4.1 Targets are identified and performance indicator requirements determined.

4.2 Strategies for collecting and analysing performance are prepared.

4 Develop evaluation strategy for new market entry

4.3 Strategies for reporting outcomes and including recommendations in future planning are identified.


• Apply relevant communication and mathematical skills. • Communicate and negotiate clearly, ethically and effectively with a range of

representatives (eg internal personnel, government agents, financial agencies, distributors, export control agencies, brokers, customers) and other stakeholders.

• Determine and obtain resources required to support new market strategy. • Establish infrastructure requirements for new market. • Evaluate and report market entry performance. • Evaluate potential and/or feasibility of new market entry. • Explain the purpose and features of distribution and marketing strategies. • Explain the role of new markets in the achievement of enterprise goals and plans. • Identify and apply relevant OH&S, regulatory and workplace requirements. • Identify and describe enterprise budgetary and planning cycles and processes; methods for

analysing production; and sales records and costs; and enterprise methods for estimating and forecasting sales and production requirements.

• Identify strategies for managing financial risk. • Identify the cultural requirements of the new market/clients. • Maintain currency of knowledge through independent research or professional

development.



• Prepare enterprise strategies and plans which include resource requirements, timelines, milestones and communication strategies.

• Prepare, negotiate and implement strategies and action plans for entering the new market. • Present reports according to legal and enterprise requirements. • Research potential markets including competitors, products, customers and market

regulations, legislation and controls. • Research, collate and analyse information relating to the individual business, domestic and

international context (as applicable). • Take action to improve own work practice as a result of self-evaluation, feedback from

others, or in response to changed work practices or technology. • Use available information and communication technology and systems (eg forecasting

software, budgets, research material) to assist planning, monitoring and reporting. • Use teamwork strategies to prepare work team to support new market strategy.


Market research may include a broad market study, a feasibility study, or in depth market research.

Sources of assistance may include industry associations, government agencies, departments and programs (eg Supermarket to Asia, Austrade Export Market Development Grants, National Food Industry Strategy), consulates and embassies, financial institutions, consultants.

Market characteristics include:

• competition – local and other exporters

• distribution

• general position of industry within target market

• market access including import restrictions, licensing, tariffs, food safety regulations, transport, infrastructure, currency stability, cultural and political characteristics, legal systems, bureaucracy etc

• market size, growth and patterns

• packaging and labelling

• product pricing, including impact of exchange rates.

Export licensing requirements may include sourcing of product from export licensed meat processors, inspection regimes and requirements.

Risks may include risks to premises, personnel, plant and equipment, breach of contract, natural disaster, food safety, intellectual property.

Market targets and performance indicators may include sales levels, productivity measures (eg economies of scale, turnover), product quality, market share and penetration etc.



Communication and mathematical skills may:

• be complex and relate to product and product quality, financial operations, personnel, operations, sales and turnover, exports etc

• be formal or informal and involve personal face-to-face methods and technological/electronic methods

• involve communication and information technology that may include telephone, email, internet, software including testing and analysis programs, scheduling, financial packages, data bases etc


• involve strategies that are inclusive of the cultural, ethnic and social diversity of individuals and groups

• involve the use of negotiation, persuasion and assertiveness skills


• relate to complex actual and hypothetical technical and financial modelling, calculations and interpretation or analysis


• require the establishment of appropriate industry and information networks.

Export control agencies include Australian Customs Service, Australian Quarantine Information Service (AQIS).


• competitors




Resources may include: • buildings, plant and equipment

• capital and cash flow requirements, pay back periods and returns

• expert advice

• export quality and certified ingredients and materials

• external sources of funds and assistance

• human resources, financial resources

• interpreters and translators



• technology, administrative systems and procedures.

Establishment of infrastructure requirements may include:

• negotiation with clients, contractors and service providers

• observation of enterprise requirements for maintaining financial controls and product quality.

Evaluation and reporting of market entry performance requires:

• analysis of sales information and financial data against budgets

• preparing reports for stakeholders and for consideration in the enterprise planning cycle

• setting goals and targets.

Evaluation of potential and/or feasibility of new market entry requires:

• analysis of enterprise product or service range for suitability of new market

• analysis of market trends

• assessment of competition position of the enterprise in the selected market

• assessment of enterprise capability to meet sales and production forecasts

• assessment of implications for enterprise operations.






⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms





• animal welfare

• AQIS notices and circulars

• Australian Customs Service requirements (EXIT,



ELMER, Harmonised tariff system, CALM)


• consumer law


• criteria for supply and processing of raw product/ingredient for export (inspection and certification of fresh product and ingredients)




• export licensing requirements

• export meat orders

• food standards



• prescribed goods orders



• sales taxes and duties


• taxation

• Trade Practices Act Part V.



• enterprise specific procedures, policies and plans



Information may relate to the individual business, domestic and international context and include:

• economic and industry trends

• financial information (eg break even points, gross and net profit margins and projections, capital requirements, interest rates, insurance information, sources of finance etc)

• market research and intelligence.

Technology may include: • communication systems

• e-commerce systems

• product tracking and trace back systems.

Teamwork strategies may include:

• allocating people and other resources to tasks and workplace requirements



• applying knowledge of own role as part of a team

• applying teamwork skills to a range of situations

• coaching, mentoring and giving feedback

• identifying and utilising the strengths of other team members

• listening to and resolving concerns in relation to workplace issues

• solving problems individually or in teams.







Competency must be demonstrated through sustained performance over time, at an appropriate level of responsibility and authority under typical operating and production conditions for the enterprise, is required.





⎯ enterprise business plan














AusIndustry (www.ausindustry.gov.au).

AUS-MEAT (www.ausmeat.com.au).

Australian Bureau of Statistics (www.abs.gov.au).

Australian Pork Limited (www.apl.au.com).

Australian Quarantine and Inspection Service (www.aqis.gov.au).

AusTrade (www.austrade.gov.au)

Cole, K 2000, Supervision: the theory and practice of first line of management, 2nd edn, Prentice Hall, Sydney.

Department of Agriculture, Fisheries and Forestry (www.affa.gov.au), Australian Government.

Department of Foreign Affairs and Trade (www.dfat.gov.au), Australian Government.

Export Finance and Insurance Corporation (www.efic.gov.au), Australian Government.

Food Standards Australia New Zealand (www.foodstandards.gov.au).


• Australian Cattle and Sheep Industry Overview (monthly) MIS 004

• Australian Cattle and Sheep Industry Projections (annually) MIS 471

• Industry insights (produced every three to five years)

• International Comparisons in the Beef Processing Industry (1993) PPI 066

• Market Briefs, Australian retail and foodservice (on-line) – three per year

• Market Briefs – Complete Set (three per year)



• Market Briefs, Japan

• Market Briefs, Korea (three per year)

• Market Briefs – Lamb Survey (annually)

• Market Briefs, North America

• Market Briefs, Other Markets and Competitors (three per year)

• Marketing Australian red meat around the world (2001) COM 254

• Statistical Review (annually)

McColl-Kennedy JR & Kiel GC 2000, Marketing: A Strategic Approach, Nelson Thomson, Australia.

McNamee P 2000, Strategic Market Planning: A Blueprint for Success, Wiley, London.

Miller K & Layton RL 2000, Fundamentals of Marketing, 4th edn, McGraw Hill, Sydney.

Sacks P & Malbon J (eds) 1992, Australian Export Manual, Longman Professional, South Melbourne.

Safe Meat (www.safemeat.com.au).

Swanson, M 2000, Export handbook, 17th edn, Australian Institute of Export, Sydney




Unit descriptor This unit covers the skills and knowledge required to monitor management’s legal responsibilities in the operation of the business and the provision of goods and services. It includes working with enterprise personnel and monitoring and reviewing systems to achieve compliance.


Application of the unit This unit is appropriate for all managers with responsibility for production safety, OH&S, Human Resources, environmental or financial management systems and functions, in all sectors of the meat industry.



1.1 Relevant legal information is gathered and analysed.

1.2 Expert advice is sought when required.

1 Gather legal information required for business compliance

1.3 Employer and employee obligations and responsibilities are clearly explained to the team.

2.1 Workplace policies, systems and controls are developed according to enterprise and legal requirements.

2.2 Mentoring and training is provided to assist team compliance.

2.3 Workplace policies, procedures and systems are monitored for compliance with legal requirements.

2 Monitor enterprise compliance

2.4 Non-compliance is analysed and corrective actions to prevent future non-compliance are determined.

3.1 Feedback on compliance record is provided to stakeholders.

3 Improve enterprise compliance

3.2 Control systems are reviewed and improved.



3.3 Legal information is updated regularly.

4.1 Records relating to systems, training, communication and non-compliance with legal requirements are maintained and secured.

4.2 Compliance reports are prepared for internal personnel.

4.3 Non-compliance incidents are recorded and reported to relevant internal personnel and external authorities in a timely manner.

4 Report enterprise compliance

4.4 Compliance reports and enterprise representations are prepared for external authorities.


• Access relevant mathematical information. • Analyse and update legal information through independent research and/or professional

development. • Apply legal concepts including duty of care, to the development and implementation of

enterprise operations and systems. • Apply teamwork strategies to foster stakeholder commitment and compliance with legal

requirements. • Communicate legal information and requirements to all stakeholders, in a language and

style suitable for the purpose and audience. • Determine corrective actions appropriate for the circumstances. • Determine the responsibilities and liabilities of managers, directors, owners and employees

and the consequences of non-compliance. • Identify and apply relevant OH&S and workplace requirements. • Identify enterprise requirements for specialist legal advice. • Identify sources of legal information. • Interact and communicate with external authorities in a professional and open manner. • Interpret monitoring data and prepare compliance reports. • Maintain and secure records and record keeping systems to meet legal or statutory

requirements. • Present reports according to legal and enterprise requirements. • Promptly report non-compliance to relevant external authorities and enterprise personnel. • Take action to improve own work practice as a result of self-evaluation, feedback from

others’ or in response to changed work practices or technology.

RANGE STATEMENT



The Range Statement relates to the Unit of Competency as a whole. It allows for different work environments within the meat industry and situations that may affect performance. This includes any essential operating conditions that may be present with training and assessment depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts. Bold italics wording in the Elements and Performance Criteria, and Required Skills and Knowledge, is detailed below.

Legal requirements may include:

• ANZ risk management standards

• ANZ compliance standards


• commercial law including fair trading, banking, trade practices, insurance, contracts, patents, copyright, trademarks, sale of goods, procurement rights

• consumer law

• corporate law, including registration, licensing, financial reporting, liability, partnerships



• export regulations

• food standards and food safety including industry licensing and registration, processing and transporting of meat for human consumption, food safety, labelling of ingredients etc


• OH&S regulations

• superannuation

• taxation

• traineeship requirements.

Mathematical information may be complex and relate to product and product quality, financial operations, personnel, operations, sales and turnover, exports etc.

Teamwork strategies may include:

• applying knowledge of own role as part of a team

• coaching, mentoring and giving feedback

• identifying and utilising the strengths of team members

• working with diverse individuals and groups.

Communication may: • be with company personnel, legislators, internal and external auditors, customers, clients, government representatives, lawyers, inspectors from a range of social, cultural and ethnic backgrounds

• involve the reading, analysis and interpretation of complex legal information




• require the establishment of information networks

• require the preparation of complex reports, containing information from a range of technical sources and include mathematical and graphical information and data

• require the use of assertiveness, persuasion and negotiation skills.





⎯ coat and apron



⎯ head-wear


⎯ mesh apron




⎯ uniforms









Sources of legal information may include:

• courts, including industrial, civil and criminal courts

• employer associations and unions

• government departments, agencies and statutory bodies


• official web sites containing Acts, regulations, food standards etc.











Assessment must occur in the workplace under normal production conditions.


• real work environment.












Resource materials are available from MINTRAC, telephone 1800 817 462.

Documents

MTM07 Australian Meat Industry Training Package VOLUME IV ... · Certificate IV, Diploma and Advanced Diploma – Meat Processing, all sectors This volume must be read on conjunction